MASTER 
NEGATIVE 


NO.  94 


COPYRIGHT  STATEMENT 


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Author: 


Armstrong,  George 
Simpson 

Title: 

Planning  and  time  studies 


Place: 


New  Yorl< 


Date: 


[1921] 


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Armstrong,  George  S. 

Planning  and  time  studies,  by  George  S.  Armstrong 
...    New  York,  Industrial  extension  institute  incorporated 

xvi,   413   p.     illus.  (incl.    forms)    diagrs.     19J"".     (Half-title:    Factory 
management  course  and  service.  -fVr^    rV.^     N 


I.  Efficiency,  Industrial.    2.  Factory  management.       i.  Title. 


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FACTORY  MANAGEMENT 
COURSE  AND  SERVICE 


A  Series  of  Interlocking  Text  Books  Written  for  the 
Industrial  Extension  Institute  by  Factory  Man- 
agers and  Consulting  Engineers  as  Part 
of  the   Factory  Management 
Course  and  Service 


INDUSTRIAL    EXTENSION    INSTITUTE 

INCORPORATED 

NEW  YORK 


^   I 


ADVISORY  COUNCIL 


Nicholas  Thiel  Picker,  Pres., 

Charles  E.  Funk,  Secy., 

Chas.  a.  Brockaway,  Treas., 

Alwin  von  Auw, 

Oen.  Mgr.  Boorum-Pease  Co, 

Charles  C.  Goodrich, 

Ooodrich-Lockhart    Co. 

Willard  F.  Hine, 

Consulting  Appraisal  Engi- 
neer, Chief  Gas  Engr., 
Public    Service    Comm, 

N.  y. 


Charles  P.  Steinmetz, 

Chief  Consulting  Engineer, 
General  Electric  Co. 

Jervis  R.  Harbeck, 

Vice-Pres.  American  Can  Co. 

Benj.  a.  Franklin, 

Vice-Pres,  Strathmore  Paper 
Co.,  Lieut.  Col.  Ord- 
nance Dept. 

Charles  B.  Going, 

Formerly  Editor,  The  Engi- 
neering Magazine,  Con- 
sulting Industrial  Engi- 
neer, 


STAFF. 


C.  E.  Knoeppel, 

Pre*.    C.    E.   Knoeppel   &    Co., 
Consulting  Engineers. 

Meyek  Bloom  field, 

Consultant  on  Personnel. 

George  S.  Armstrong, 

Consulting    Inausirial   Engii^eer. 

\l.   B.   TWYFORD, 

Purchasing  Agent,  Nichols  Cop- 
per Co. 

Nicholas  Thiel  Fickeb. 

Consulting    Industrial   Engineer. 

DWIGHT  T.  Farnham, 

Consulting    Industrial   Engineer. 

Willard  L.  Case, 

Pres.  Willard  L.  Case  &  Co., 
Consulting  Engineers. 

David  Moffat  Myers, 

Origgs   &    Myers,    Consulting 
Engineers. 

Joseph  W.  Roe, 

Prof.   Machine  Design,   Sheffield 
Scientiflo  School,  Yale  Univ. 

Albert  A.   Dowo, 

Consuming  Engineer. 
WiixiAM  F.  Hunt, 

Consulting   Inausirial  Engineer. 

Charles  W.  MoKay, 

Appraisal  Engineer,  Cooley  & 
Marvin. 


Organization   and   Administra- 
tion. 

Labor  and  Compensation. 

Planning  and  Time-Study. 

Purchasing  and  Storing. 

Industrial  Cost  Finding, 
Executive  Statistical  Control. 
The  Factory  Building. 

The  Power  Plant. 

The  Mechanical  Equipment. 

Tools  and  Patterns.    - 

Handling  Material  in  Factor- 
ies. 

Valuing  Industrial  Properties. 


p 


PLANNING 
AND  TIME  STUDIES 


BY 

GEORGE  S.  ARMSTRONG,  C.E.,  M.E. 

Consulting  Industrial  Engineer 


VOLUME  3 
FACTORY  MANAGEMENT  COURSE 


INDUSTRIAL   EXTENSION   INSTITUTE 

INCORPORATED 

NEW  YORK 


^H-  H-? 


1^4  • 


C()l)yrij;ht.l921.   bv 
INDUSTRIAL  EXTENSION  INSTITUTE 

INCORPORATED 


(fi 


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J) 


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4  , 

1  • 


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PREFACE 


Success  is  the  motive  of  business,  and  success  demands 
mastery.  Pascal,  the  brilliant  French  savant,  has  said  ''To 
foresee  is  to  rule, ' '  and  Church,  an  able  exponent  of  modern 
management,  has  furnished  an  excellent  supplement,  "Plan- 
ning is  the  exercise  of  intelligent  foresight."  These  two 
brief  quotations  contain  the  statement  of  the  whole  purpose 
of  planning  and  a  succinct  definition  of  its  operation. 

Planning  is  the  product  of  science  applied  to  manufacture. 
As  such  it  is  a  new  arrival  whose  coming  has  not  been  un- 
attended by  misgivings  and  doubts  as  to  its  ultimate  good 
and  permanence. 

Many  new  movements,  policies,  or  schools  of  thought 
acquire  a  momentum  from  the  sheer  novelty  and  freshness 
of  the  enterprise  which  they  comprise.  Frequently  when  this 
resource  is  expended  the  action  ceases  and  the  affair  becomes 
defunct.  Planning,  and  the  entire  thought  which  has  crystal- 
lized in  the  terms  ''efficiency  engineering"  or  ''scientific  man- 
agement, ' '  hovered  for  a  time  perilously  near  to  such  an  end, 
for  the  reason  that  underlying  business  necessities  were 
ignored,  or,  if  not,  that  they  suffered  from  the  exaggeration 
of  the  new  ideas.  Happily,  the  whole  tendency  was  funda- 
mentally sound,  for  it  was  a  part  of  the  great  drift  or  economic 
pressure  towards  conservation.  Hence,  despite  the  lack  of 
proportionate  judgment  of  many  engaged  in  the  new  school 
of  management,  it  has  survived  and  has  become  commercially 
legitimatized  and  successful. 

Business  is  now  recognized  as  a  science  based  on  definite 
principles  and  methods,  and  not  as  a  vehicle  for  instinctive 


V 


vt 


PREFACE 


PREFACE 


Vii 


effort  and  vaguely  directed  purpose.  It  has  emerged  from 
the  caves  of  ignorance  and  now  stands  with  the  professions 
of  medicine,  law,  and  engineering  as  an  occupation,  dignified 
by  its  human  service  and  the  widening  knowledge  underlying 
its  operations. 

So  this  treatise  has  been  written  in  the  attempt  to  reduce 
the  purpose  of  planning  as  one  phase  of  modern  industrial 
management  to  a  definite  business  basis.  It  describes  the  ele- 
ments of  planning  or  the  machinery  by  which  it  works,  and 
then,  by  a  selected  series  of  concrete  examples,  illustrates  its 
method.  The  treatise  opens  with  a  demonstration  of  the  com- 
mercial justification  as  to  the  ''profit"  basis  of  planning  as 
applied  to  industrial  operation.  It  continues  with  a  searching 
analysis  of  the  elements  of  planning.  In  this  section  frequent 
reference  is  made  to  active  practice  in  support  and  explana- 
tion of  the  development. 

The  latter  pari  of  the  book  is  devoted  to  a  detailed  descrip- 
tion of  actual  installations,  illustrating  the  methods  and  com- 
pleting the  theory  advanced  in  the  earlier  chapters.  The 
installations  which  have  been  selected  for  this  purpose  repre- 
sent both  the  metal  and  textile  industries.  Three  of  the  com- 
panies represented  operate  with  a  speculative  commodity  as 
raw  material.  One  of  these  is  essentially  an  assembly  manu- 
facture, that  is,  parts  are  produced  for  independent  stores 
from  which  are  assembled  a  variety  of  finished  articles, 
frequently  using  identical  parts.  The  third  installation 
represents  continuous  manufacture,  that  is,  the  product  starts 
in  toto  and  is  processed  in  this  condition  by  a  series  of  fin- 
ishing processes. 

The  demands  represented  by  the  sales  of  these  different 
manufactures  range  from  straight  stocking,  to  production  by 
specification,  and  to  direct  shipment  without  finished  stores. 
In  fact,  it  is  believed  that  these  installations  cover  a  wide 
gamut  of  manufacturing  circumstances  and  demands,  and 
hence  are  of  value  for  illustrations  and  instruction. 


The  treatise  concludes  with  a  consideration  of  time  study. 
Herein  the  subject  is  defined,  and  the  essential  elements  of 
time  study  are  deduced.  In  addition,  the  technique  of  stop 
watch  operation  is  presented,  and  instruction  is  given  as  to 
the  method  of  determining  time  standards  from  time  obser- 
vations. 

The  chief  effort  of  this  volume  has  been  to  present  in  some- 
thing other  than  fragmentary  form  a  history  and  an  instruc- 
tive narrative  of  what  has  transpired  and  is  in  course  of 
development  in  the  industrial  world  in  the  matter  of  scientific 
industrial  control.  In  conclusion  the  author  wishes  to  make 
acknowledgment  to  his  firm  for  the  opportunity  gained 
through  it  for  the  varied  contacts  and  experience  which  have 
furnished  the  background  of  this  treatise,  and  to  thank  the 
editor,  Mr.  Charles  E.  Funk,  and  others  for  their  kindly 
co-operation,  specific  suggestions,  and  sincere  and  sympathetic 
interest. 

George  S.  Armstrong. 


TABLE    OF    CONTENTS. 


CHAPTER  I 

THE  BUSINESS  BASIS  OF  PLANNING 

PAGE 

Value  of  Planning 1 

Modern  versus  Old-School  Management 1 

The  Plant  Unit 3 

Planning  Defined 4 

Planning  and  Service 5 

Planning  and  Finance T 

Planning  Economizes  Fixed  Capital 10 

Planning  Increases  Fixed-Capital  Earnings  ....  13 

Planning  and  Overhead •  14 

Advantages  of  Planning  Summarized 15 

CHAPTER  II 

THE  ELEMENTS  OF  PLANNING 

Classifying  the  Lines  of  Action 18 

Definition  of  Terms 21 

Demand 24 

Material 26 

Equipment 27 

Time  Standards 29 

Control  Mechanism 29 

Organization 30 

ix 


I 


X  TABLE  OF  CONTENTS 

CHAPTER  III 

DEMAND  AS  AN  ELEMENT  OF  PLANNING 

PAGE 

Fluctuation 33 

The  Types  of  Manufacture 34 

Combination  Types 35 

Analyzing  Past  Sales — Graphs 37 

The  Problem  of  Seasonal  Fluctuation 40 

Seasonal  Fluctuation  and  Labor 42 

The  Production  Curve 43 

Keeping  Production  Uniform 44 

Variety  of  Demand 47 

Danger  in  Too  Great  Variety 51 

Delivery  Requirement 52 

Demand  and  Plant  Capacity 53 

Dealing  with  Orders  Individually 55 

Amount  or  Quantity 57 

Time  of  Processing 59 

Setting-up,  or  Changing,  Time 61 

Specifications        65 

Specification  Sheets 67 

Recapitulation 69 

CHAPTER  IV 

MATERIAL  AS  AN  ELEMENT  OF  PLANNING 

Determining  Kind  and  Quantity 70 

Material   Estimate 71 

Estimating  by  Analysis  of  Orders 72 

The  Two  Basic  Purchasing  Methods 75 

Relation   Between   Planning  and   Purchasing  Depart- 
ments          81 

Speculative   Markets 85 

Purchase  Methods      .  • 86 

Purchase  Records      ,     , ,     ,  89 


TABLE  OF  CONTENTS 


x% 


PAGE 

Recording  the  Movement  of  Material 91 

Requisitions  from  Stores 94 

Routing  Material  in  Process 95 

Defective  Material 97 

Economic  Use  of  Material 99 

Recapitulation 100 

CHAPTER  V 

EQUIPMENT  AS  AN  ELEMENT  OF  PLANNING 

Machinery  and  Production 102 

Inventory  of  Equipment .      .     .  103 

Balance  of  Equipment 108 

"Balance"  in  a  Textile  Plant 109 

Changing  Conditions  Affect  Balance 110 

Arrangement  of  Equipment 112 

Choosing  the  Right  Method  of  Arrangement  ....  113 

Capacity  of  Equipment 117 

Constant  Experiment  Necessary 121 

Accessories  and  Small  Tools 124 

Recording  Machine  Activity 129 

Functions  of  Maintenance  Department 133 

Recapitulation 137 

CHAPTER  VI 

CONTROL  MECHANISM  AS  AN  ELEMENT  OF 

PLANNING 

Definition 133 

Scheduling  and  Dispatching 139 

Application  of  Demand  against  Equipment  ....  140 

Records  of  Work  in  Process 143 

Advantages  of  Exact  Schedules 147 

Routine  of  Daily  Planning 147 


xii  TABLE  OF  CONTENTS 

PAGE 

Planning  Sheets 149 

Planning  Boards       .     .     .     .    ' 153 

Scheduling  in  Practice 159 

Detail  of  Scheduling  Methods 161 

Operations  in  Head  Planning  Department     ....  161 

Operations  in  Departmental  Planning  Booths      ...  164 

Production  on  Orders 167 

Work  in  Process 169 

Mechanical  Aids  in  the  Planning  Department     .      .      .  171 

Kecapitulation 175 

CHAPTER  VII 

TIME  STANDARDS  AS  AN  ELEMENT  OF 

PLANNING 

The  Keystone  of  Manufacturing 177 

Determining  the  Time  Standard 179 

Time  Standards  Determined  from  Unit  Costs  .      .      .  181 

Time  Standards  Determined  from  Piece  Rates    .      .     .  183 

Time  Standard  Determined  from  Time  Study     .      .      .  185 

Time  Study  by  Approximation 186 

Time  Study  by  Analysis 187 

The  Two  Essentials  in  Planning 189 

Detailed  Operation  Cards 192 

Recapitulation 193 

CHAPTER  VIII 

ORGANIZATION  AS  AN  ELEMENT  OF  PLANNING 

Variability  of  Planning  Organization 194 

The  Typical  Organization  Charts 195 


TABLE  OF  CONTENTS  xiii 

PAGE 

The  Ideal  Arrangement 1^7 

Functional  Duties l^^ 

Evolution  of  Planning  Department 199 

The  Department  Head .•     •  1^9 

Internal  Organization 200 

Duties  of  Departmental  Office 203 

Recapitulation 204 


CHAPTER  IX 

PLANNING  APPLIED  TO  THE  MANUFACTURE  OF 

AUTOMOBILE  SPRINGS 

Nature  of  Business 206 

Demand  for  Product 207 

Master  Specification  Sheets 207 

The  Order  Record •  210 

The  Production  Register 211 

Record  of  Stock  Requirements 211 

Record  of  Operations      . 211 

Dispatch  Cards 215 

Making  Out  the  Dispatch  Cards 217 

The  Control  Board 220 

Record  of  Stock  Withdrawals 223 

Work  Tags 223 

Record  of  Production 226 

Production  Schedule 227 

Importance  of  Control  and  Dispatching 231 

Activity  Reports 234 

Miscellaneous        235 

Summary 236 


xiv  TABLE  OF  CONTENTS 

CHAPTER  X 

• 

ELEMENTS  OF  PLANNING  APPLIED  TO 
METAL-STAMPING  MANUFACTURE 

The  Line  of  Manufacture 237 

Methods  of  the  Company 238 

PAGE 

The  New  System:  Sales  Orders 239 

The  Form  of  Order 243 

Ordering  Material 243 

Material-Stock  Record 245 

Part-Stock  Record 248 

Production  Orders 251 

Scheduling  and  Dispatching 252 

Inspection 262 

Advantages  of  the  System 262 

CHAPTER  XI 

PLANNING  APPLIED  TO  THE  MANUFACTURE 

ROPE  AND  CORDAGE 

The  Company  and  Its  Product 264 

Determining  Sales 264 

Reserve  and  Desirable  Order  Quantity 267 

Forms  of  Sales  Orders 269 

Itemization  of  Orders 270 

Handling  the  Fanfolds 273 

Stock  Sheet 274 

Handling  Stock  Orders 276 

Planning  Control  File 277 

Yarn  Stock  Sheet 280 

Analyzing  Demand  against  Equipment 281 

Occupation  of  the  Equipment 283 

Delivery  Requirements 286 

Control  of  Deliveries 289 

A  Distinctive  System 295 


TABLE  OF  CONTENTS  xv 

CHAPTER  XII 

PLANNING  APPLIED  TO  KNITWEAR 
MANUFACTURE 

PAGE 

The  Knitwear  Plant  and  Its  Manufacture    ....  297 

Receipt  of  Orders 300 

Specification  Cards 301 

Minimum  for  Cut-Dozens  Storage 303 

Issuance  Procedure 305 

Control  of  the  Knitting  Operation 309 

Seaming  and  Finishing:  Grouping 312 

Finishing  Department  Control .  313 

Forms  Used 320 

Installation  Representative  of  Its  Kind    .     .     .     .     .  322 

CHAPTER  XIII 

THE  METHOD  OF  TIME  STUDY 

Time  Study  Classified 324 

Technique  of  the  Stop-Watch 329 

Dial  Calibration 332 

Setting  Standards  from  Time  Study  Data     ....  333 

Representative  Time-Studies 335 

Allowing  for  Fatigue 335 

Time  Standards  and  Scientific  Management  ....  344 

F.  W.  Taylor  on  Fatigue 345 

Rate-Setting  and  the  Fatigue  Factor 350 

Pace,  and  Rest  Periods 352 

Rate-Setting  as  a  Profession .  354 

Motion-Study 354 

Stop-Watch,  Moving  Picture,  and  Camera     ....  355 

Case  Illustrating  Motion  Study     .......  356 

Folding  Shirts 356 

The  Old  System 358 

The  New  System 362 

Final  Disposition  of  Time  Study  Data 364 


/ 


I 


xvi  TABLE  OF  CONTENTS 

CHAPTER  XIV 

APPLICATION  OF  TIME  STUDY  TO  OPERATING 

BETTERMENTS 

PAGE 

The  Basis  for  Wage  Incentives 366 

Time  Study  for  Securing  Operating  Betterments     .      .  367 

Betterments  in  Yarn  Spinning 369 

Betterments  in  a  Window-Screen  Plant 372 

Betterment  in  a  Spinning  Room 374 

Betterment  in  a  Leather  Factory 374 

Betterment  in  a  Plating  Department 375 

Betterments  in  an  Excelsior  Plant 378 

Betterments  in  Gang  Organization 381 

Betterment  in  a  Tableware  Plant 382 

Betterments  in  a  Knitwear  Factory 383 

Betterment  in  a  Foundry 386 

Time  Study  Not  a  Panacea 388 

The  Relation  of  Time  Study  to  the  Worker    ....  390 

A  Sermon  to  Time-Study  Men 391 

Time  Study's  Aid  in  War  Work 392 

Conclusion       .     .     .     , 393 


PLANNING  AND  TIME-STUDIES 


CHAPTER  I 
THE  BUSINESS  BASIS  OF  PLANNING 

Value  of  Planning. — *^In  planning  that  twenty-min- 
ute operation,  in  adjusting  to  a  hair  the  time  neces- 
sary, forty  engineers  spent  nearly  three  days.  Every 
second  of  those  twenty  minutes  was  as  carefully  cal- 
culated as  the  beats  of  the  hair-spring  of  a  watch." 

This  quotation,  taken  from  a  report  of  the  Inter- 
borough  Company,  describes  one  of  the  spectacular 
incidents  in  the  construction  of  the  great  extension 
to  the  elevated-railroad  facilities  of  New  York  City. 
The  expenditure  of  effort  and  money  which  it  indi- 
cates was  made  because  the  bit  of  construction  in- 
volved was  justified  in  so  far  as  it  could  reduce  to  a 
minimum  any  delay  in  the  operation  of  the  existing 
transportation  system.  The  incident  epitomizes  the 
value  of  planning  in  construction,  and  introduces 
with  a  keen  point  of  popular  interest  the  necessarily 
severe  and  serious  discussion  which  follows,  concern- 
ing the  business  basis  of  planning  as  applied  to  manu- 
facture. 

Modem  versus  Old-School  Management. — Modem 

industrial  management  is  distinguished  from  the 
executive  efforts  of  the  old  school,  chiefly  by  reason 
of  a  different  view  of  production — the  scientific — 
which  it  has  acquired.    This  change  in  viewpoint  has 


M 


2  PLANNING  AND  TIME  STUDY 

come  with  maturity.  Industry  is  no  longer  infantile 
and  novel— its  initial  rush  has  passed,  and  the  thing 
Itself  has  been  scrutinized,  analyzed,  and  defined. 

Production  has  proved  to  be  the  essential  function 
of  industry  and,  as  such,  has  come  to  be  regarded  in 
Its  true  aspect  as  primarily  a  physical  problem  cap- 
able of  measurement  and  predetermined  control.  The 
whole  scheme  of  manufacture,  with  all  its  production 
methods,  has  been  reduced  from  a  variable  process,  as 
carried  on  by  small  and  differing  proprietors,  to  a 
clean-cut,  economic  entity  with  sharply  defined  char- 
acteristics and  with  reasonably  absolute  bases  for 
comparisons  and  deductions. 

Manufacture  has  been  found  to  be  nothing  more  or 
less  than  a  wealth-producing  device  which  operates 
by  increasing  the  utility  of  the  raw  material  it  re- 
ceives. In  the  process  part  of  the  increased  value  be- 
comes the  compensation  for  the  success  of  the  oper- 
ation, and  at  once  its  impetus  as  well. 

The  plant  and  equipment  have  come  to  be  recog- 
nized as,  in  effect,  a  physical  instrument  designed  and 
developed  to  accomplish  this  end  of  wealth-produc- 
tion. 

Of  course,  it  is  evident  that  the  instrument  must 
vary  according  to  the  technical  requirements  of  the 
manufacturing  processes,  but  whether  the  plant  be  a 
paper  mill  or  a  pin  factory,  a  foundry  or  a  silk  mill, 
a  confectionery  or  a  shipyard,  it  is  now  understood 
that  the  principle  persists  and  that  only  the  detail  is 
changing. 

It  is  quite  imperative  to  grasp  the  meaning  of 
manufacture  and  production  in  this  larger  sense,  be- 


THE  BASIS  OF  PLANNING  3 

fore  turning  to  the  absorbing  study  of  the  intricate 
mechanism  of  production-control,  which  is  collectively 
called  planning. 

It  seems  of  almost  equal  importance  to  approach 
a  study  of  the  technique  and  methods  of  control  with 
a  broad  understanding  of  the  tendencies  which,  even 
if  in  a  vast  way,  nevertheless  surely  shape  the  con- 
ditions with  which  the  modern  manager  must  match 
his  efforts. 

The  Plant  Unit. — The  outstanding  feature  of  manu- 
facture today  is  in  the  increase  in  size  of  the  plant 
unit.  From  1850  to  1900  the  number  of  industrial 
plants  increased  about  five  times,  while  the  amount  of 
invested  capital  increased  in  the  same  period  about 
twenty  times.  This  means  larger  plants — from  four 
to  five .  times  larger,  on  an  average — with  increased 
problems  of  corresponding  proportion.  Since  1900 
the  same  tendency  has  been  evidenced;  for  from  that 
year  to  1915,  the  number  of  plants  increased  about 
25  per  cent,  and  the  capital  invested  more  than 
doubled. 

This  analysis  brings  to  a  focus  the  great  change 
which  has  taken  place  in  manufacture,  and  shows 
that  production  has  long  since  passed  beyond  the  safe 
control  of  any  one  individual — when  by  control  is 
meant  an  intimate  knowledge  of  all  operations,  the 
status  of  all  work  in  process,  and  the  direction  of  its 
completion.  The  classic  definition  of  an  institution 
as  **the  lengthened  shadow  of  a  man"  is  obsolete  as 
regards  manufacture,  which,  except  in  rare  instances, 
is  now  undertaken  on  a  scale  which  precludes  indi- 
vidual domination. 


;  \ 


4  PLANNING  AND  TIME  STUDY 

This  tremendous  increase  in  size  of  unit,  while 
rapid,  has  been,  like  most  developments,  very  un- 
equal in  rate  and  very  uneven  in  its  distribution.  But 
the  trend  has  been  unescapable,  and  today  the  size  of 
the  unit  is  a  factor  that  we  must  reckon  with.  It 
has  consequently  become  sound  practice  to  institute 
the  semi-clerical  and  semi-mechanical  device  known  as 
production-control. 

Planning  Defined.— A  little  later  I  shall  define  pro- 
duction-control and  explain  its  commercial  basis,  the 
theory  upon  which  it  is  founded,  and  the  method  by 
which  it  is  operated.  In  this  connection  I  shall  give 
concrete  illustrations.  But  first  it  might  be  well  to 
revert  to  the  larger  concept  of  manufacture,  which 
regards  control  as  a  means  of  wealth-production,  and 
to  sum  up  the  concept  in  its  very  elements.    . 

In  brief,  the  point  of  industrial  effort  is  to  seek 
demand  and  to  supply  demand  with  the  best  service 
at  the  least  expense.  This  process  falls  into  the  fa- 
miliar category: 

Sales,  or  Distribution. 
Supply,  or  Production. 

The  classification  set  forth  here  will  possibly  throw 
light  upon  the  definition  of  planning  now  given:  Pro- 
duction control,  or  planning,  is  a  method  which  ap- 
plies known  units  of  measurement  to  the  physical  de- 
mand on  equipment — termed  sales — and  determines 
thereby  the  quickest  completion  of  the  process,  with 
the  twofold  purpose  of  meeting  delivery  requirements 
(or  service)  and  reducing  delays  (or  expense). 

This  technical  definition  of  planning,  or  produc- 


THE  BASIS  OF  PLANNING  5 

tion  control,  may  be  better  understood  if  expressed  in 
more  detailed  terms  of  the  productive  processes.  The 
following  excerpts,  the  first  from  C.  E.  Knoeppel's 
"Installing  Efficiency  Methods,''  and  the  second 
from  The  Iron  Age,  explain  very  clearly  and  com- 
pletely the  practical  purposes  and  methods  of  plan- 
ning, and  are  presented  in  expansion  of  the  definition 
previously  given.    Here  is  Mr.  KnoeppePs  definition: 

Our  theorem  is  therefor  true  and  means  planning,  the  pur- 
pose of  which  is  to  provide  a  means  whereby  all  details,  in 
connection  with  production,  can  be  intelligently  planned  in 
advance,  and  efficiently  dispatched,  each  machine  or  gang 
enabled  to  work  with  reference  to  all  other  machines  and 
gangs — the  shop  management  enabled,  through  advance  knowl- 
edge, to  provide  the  necessary  elements  and  materials — ^ma- 
chines, tools,  drawings,  etc. 

The  following  is  from  The  Iron  Age: 

To  be  able  to  purchase  material  so  that  it  is  ready  at  the 
logical  time  for  machining  or  assembling  or  both,  and  still 
maintain  the  most  economical  investment  of  capital,  to  be 
able  to  issue  such  as  is  machined  to  the  shop  at  the  proper  time 
and  in  the  most  economical  lot  sizes,  to  finish  the  parts  in  the 
shortest  time,  consistent  with  good  workmanship,  and  finally 
to  deliver  all  parts  to  the  assembly  floor  and  insure  the  com- 
pletion of  the  finished  cores,  etc. 

Planning  and  Service.— T  shall  consider  production 
control,  in  so  far  as  I  seek  to  justify  it  as  a  com- 
mercial expedient,  from  the  two  large  aspects  of 
** service"  and  ** economy." 

I  have  intentionally  made  the  beginning  of  this 
treatise  argumentative,  and  I  have,  at  the  same  time, 


X. 


!' 


6  PLANNING  AND  TIME  STUDY 

sought  to  bring  into  clear  relief  the  present  status  of 
manufacture.  I  shall  proceed  to  show  wherein  pro- 
duction control  is  desirable,  and  I  shall  try  to  prove 
Its  desirability  by  furnishing  sound  financial  evidence 
of  its  commercial  validity. 

The  business  world  today  breathes  ** Service"  as 
Its  watchword.  The  importance  to  a  manufacturer 
of  making  deliveries  on  specified  dates,  or  on  demand, 
and  generally  in  compliance  with  customers'  requests, 
cannot  be  overestimated.  There  is  no  doubt  that  gen- 
erally in  trade  today  sales  will  depend  entirely  on 
service.  The  reason  for  this  is  not  far  to  seek;  let 
us  consider  the  explanation. 

The  processes  of  manufacture  today,  except  in  rare 
instances,  are  neither  secret  nor  mysterious.  The 
machinery  of  industry  is  generally  known— at  least, 
the  facts  can  be  easily  ascertained  by  any  who  will 
take  the  trouble  to  inquire.  The  few  concerns  that 
operate  on  patent  rights  may  almost  be  disregarded 
as  exceptions  in  comparison  with  the  majority  that 
do  not.  Success  comes  to  those  corporations  whose 
organizations  are  alert  to  serve  and  are  aware  of  the 
most  effective  methods  of  direction  and  control  of  the 
processes  of  production. 

The  commercial  benefit  from  service  is,  of  course, 
volume ;  and  since  volume  is  the  desideratum  of  busi- 
ness, it  is  difficult  to  exaggerate  the  merit  of  anything 
which  will  help  produce  it.  Service  is  an  important 
means  to  that  end.  Indeed,  the  rapid  increase  of 
foreign  trade  of  the  German  Empire  before  the  war, 
which  in  rate  greatly  exceeded  that  of  either  of  her 
greatest  rivals— England  and  the  United  States— was 


THE  BASIS  OF  PLANNING  7 

traceable  in  the  last  analysis  to  the  painstaking  char- 
acter and  the  high  quality  of  the  service  rendered. 

Production  control  is  devoted  largely  to  the  end  of 
service  and,  in  many  instances  in  which  it  has  been 
installed,  has  been  justified  almost  exclusively  by  that 
consideration  alone.  It  is  hard  to  reduce  the  gain 
from  production-control  as  it  effects  service,  to  net 
worth  in  dollars  and  cents — that  is,  if  a  formula  is  de- 
sired which  applies  sweepingly  to  all  manufacture. 

The  actual  economy  that  results  from  service, 
since  it  must  come  through  increased  volume, 
is  obtained  through  the  wider  distribution  of  over- 
head expense,  which  increased  production  means,  and 
the  consequent  lessened  expense  incident  to  the  unit 
of  production.  This  is  an  amount  difficult  to  estimate, 
and  one  which  varies  with  the  business  and  with  the 
various  influences  that  affect  the  business.  The  argu- 
ment for  planning  on  the  basis  of  service  must  in  the 
end  rest  on  the  axiomatic  fact  that  generally  in- 
creased production  means  more  profit. 

Planning*  and  Finance. — It  is  logical  to  consider  next 
the  direct  relation  of  planning  to  finance.  Capital  is 
the  prerequisite  for  manufacture,  and  the  return  on 
its  investment  is  a  direct  measure  of  the  success  of 
any  enterprise.  The  amount  of  this  return  depends 
upon  two  factors,  the  sales,  and  the  rate  of  profit  on 
sales.  There  is  a  wide  range  in  various  industries 
in  the  rate  of  gross  profit  on  sales — from  3.5  per  cent 
in  the  case  of  the  meat  packing  industry,  to  as  high 
as  31  per  cent  in  the  steel  industry.  But  such  re- 
turns must  be  further  qualified  by  the  amount  of 
capital  required  per  dollar  of  sales,  or  stated  con- 


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THE  BASIS  OF  PLANNING 


9 


versely,  by  how  many  times  the  entire  capital  is 
turned  over  in  the  year. 

The  data  on  page  8,  taken  from  the  latest  reports  of 
representative  companies,  will  illustrate   this  point. 

These  figures  show  the  range  of  the  gross  margin 
on  sales  to  be  from  3.5  to  31.6  per  cent;  the  ratio  of 
capital  turnover  from  0.53  to  4.80,  and  the  percentage 
of  rate  of  profit  on  capital  and  surplus  from  6.6  to 
20.2  per  cent,  and  also  of  the  turnover  of  inventory 
from  1.6  to  9.2. 

The  gross  margin  on  sales  is  the  per  cent  of  gross 
earnings  to  total  sales.  The  capital  turnover  is  the 
relation  of  the  sales  to  capital  and  is  obtained  by  di- 
viding the  capital  into  the  sales.  This  shows  the 
number  of  times  the  capital  is  turned,  or  is  multi- 
plied, to  make  the  volume  of,  sales  and  indicates  the 
activity  of  the  invested  dollar. 

The  rate  of  profit  on  capital  and  surplus  is  almost 
self-explanatory  and  means  simply  the  per  cent  of 
profit  to  total  capital  and  surplus.  The  turnover  of 
inventory  is  the  relation  of  the  value  of  inventory  to 
the  sales  and  shows  the  frequency  with  which  the 
investment  in  materials  is  turned  by  the  sales. 

The  data  is  intended  to  support  and  explain  the  de- 
ductions now  to  be  made  with  respect  to  the  financial 
purpose  of  planning,  and  the  strictly  commercial  basis 
upon  which  it  can  be  justified. 

This  point  has  been  well  expressed  by  J.  Ogden 
Armour  in  an  article  in  System,  wherein  he  states: 

It  is  not  necessary  to  tell  a  business  man  that  it  costs  more 
to  do  business  than  in  former  years;  his  books  will  tell  him 
that  and  all  too  plainly.    It  is  equally  apparent  that,  except 


^ 


10 


PLANNING  AND  TIME  STUDY 


THE  BASIS  OF  PLANNING 


11 


I 


u 


a  few  lines  and  industries,  the  present  very  high  prices  do  not 
mean  correspondingly  greater  profits.  As  a  country  we  are 
extremely  prosperous  in  that  the  mass  of  business  is  great, 
but  we  have  not  yet  adjusted  ourselves  to  the  rising  costs  of 
doing  business. 

Few  business  men  have  squarely  met  and  defeated  the  prob- 
lem of  making  fair  returns  upon  their  capital  with  only  a 
small  percentage  of  profit  per  sale.  They  do  not  know  how  to 
test  out  their  organizations  to  determine  the  why  and  how  of 
making  money — capital — work  at  its  utmost. 

The  basis  of  profitable  business  is  active  money;  sloth  in 
money  is  the  prelude  to  failure.  Money  is  active  if  the  capital 
invested  is  constantly  turning.  Provided  overhead  charges 
are  kept  at  a  reasonable  figure,  the  annual  profit  in  any  busi- 
ness will  depend  upon  the  number  of  turnovers  of  stock  se- 
cured during  the  year.  It  is  the  rolling  capital  that  gathers 
the  moss.  The  test  of  a  business  is  the  number  of  times  the 
stock  is  turned  at  a  profit  each  year.  It  is  obvious  that  if 
you  get  enough  turnovers  during  the  year,  even  a  very  small 
profit  per  turnover  will  make  a  satisfactory  total  profit  for 
the  year. 

What  Armour  and  Company  have  done  to  meet  this  situ- 
ation is  what  every  business,  great  or  small,  will  eventually 
have  to  do.    We  have  increased  our  rate  of  turnover. 

We  have  developed  the  science  of  the  quick  rate  of  turn- 
over to  such  a  point  that  our  profit  per  dollar  is  preserved 
only  by  the  most  watchful  care — to  a  point  where  fractions  of 
a  cent  loom  large. 

Planning  Economizes  Fixed  Capital.— As  has  been 
said,  capital  and  the  frequency  of  its  turnover  are 
the  considerations  that  generally  affect  the  relative 
success  of  any  business.  But  the  capital  must  be 
further  reduced  to  its  components,  which  are  of  two 
very  distinct   kinds,   namely,   fluid   and   fixed.     The 


fixed  capital  is  represented  by  building  and  equip- 
ment, and  the  fluid,  usually  known  as  the  working 
capital,  is  absorbed  in  the  inventories  and  the  vari- 
ous current  assets  and  liabilities. 

The  economies  of  planning  operate  with  both  kinds 
of  capital,  only  in  a  different  manner  according  to 
the  natures  of  the  two  forms  of  wealth  which  they 
represent.  Production  control  operates  to  conserve 
the  engagement  of  working  capital,  and  to  expedite 
its  return  to  the  initial  point  of  that  cycle  represented 
by  the  processing  and  the  sale  of  goods  or  merchan- 
dise. It  is  directed  primarily  to  minimize  the  amount 
of  capital  represented  by  goods  in  process,  and  to 
accelerate  the  period  of  turnover. 

I  have  defined  in  almost  summary  fashion  the  finan- 
cial bases  of  production  control.  The  actual  possi- 
bilities of  this  saving  can  best  be  appreciated  through 
reference  to  the  tabulation  shown  previously.  Here 
it  will  be  seen  that  the  inventory  varies  from  60.7 
to  10.9  per  cent  of  the  total  sales,  or  the  turnover 
of  inventory  from  1.6  to  9.2.  Now  it  is  the  object 
of  production  control — and,  except  for  service,  it  is 
its  chief  commercial  justification — to  reduce  the 
amount  of  inventory  and  thus  increase  the  number 
of  turns. 

The  inventory  itself  consists  of  three  distinct  parts. 

Raw  Material 
Process  Goods 
Finished  Stock. 

Manufacture  of  course,  is  actuated  by  demand,  and 
to  meet  this  demand  it  is  necessarv  to  have  a  re- 


12 


PLANNING  AND  TIME  STUDY 


THE  BASIS  OF  PLANNING 


13 


serve  of  finished  stock,  usually  of  sufficient  size  to  al- 
low for  replacing  withdrawals  until  the  demand  is  re- 
peated. This,  in  turn,  necessitates  keeping  a  certain 
amount  of  material  in  process  of  manufacture.  Then 
in  order  to  have  this  process  stock,  it  is  necessary 
to  have  raw  material  to  draw  on,  and  since  raw  ma- 
terial is  not  a  day-by-day  supply,  deliveries  of  that 
material  have  to  be  anticipated.  In  other  words,  a 
store  of  material  must  be  kept  on  hand  to  supply  cur- 
rent needs  until  the  process  stock  shall  be  re- 
plenished. 

So  the  investment  in  inventory  has  three  phases 
which  must  be  considered,  and  if  production  control 
IS  to  succeed,  it  must  tend  to  economize  on  this  in- 
vestment in  one  part,  in  two,  or  in  all.  The  propor- 
tion of  the  three  divisions  in  the  inventory  varies 
with  the  business;  in  some,  no  finished  stock  is  car- 
ried at  all  and  consequently  only  the  two  divisions 
would  offer  opportunities  for  economy.  But  pro- 
duction control  must  attack  all,  and  carry  them  in 
such  balance  and  proportion  as  to  effect  a  saving. 
Planning  can  do  this  successfully  and  can  effect  re- 
ductions in  the  engagement  of  working  capital  which 
represent  considerable  savings  in  interest. 

Again,  it  is  difficult  to  state  dogmatically  the  pos- 
sibilities of  savings  in  this  respect,  but  reductions  as 
high  as  40  per  cent  of  the  total  inventory  have  been 
made.  Of  course,  what  such  a  saving  would  mean  in 
money  would  depend  on  the  volume  of  the  business; 
but  within  the  range  of  40  per  cent  there  is  wide 
possibility,  and  it  can  be  definitely  asserted  that  with- 
in that  range  a  successful  planning  system  will  pay 


its  cost  of  installation  and  operation  and  still  leave 
an  annually  recurring  saving. 

As  a  case  in  point  let  us  consider  the  figures  of  a 
certain  manufacturing  business  which  had  been  doub- 
ling yearly  for  almost  a  decade.  The  process  in- 
ventory amounted  to  about  $600,000.  The  rate  of 
production  was  about  $220,000  a  month  in  terms  of 
cost  value  of  finished  product.  This  status  indicated 
an  average  turnover  of  $600,000  divided  by  $220,000, 
— 2.7  months,  or  81  days. 

Careful  study  of  the  processes  and  time  elements 
revealed  that  a  very  workable  turnover  would  be 
about  30  days.  The  reason  for  the  failure  to  oper- 
ate on  this  basis  was  contained  in  the  usual  rule-of- 
thumb  control,  which  was  in  vogue.  By  analyzed 
production  and  the  synchronized  effort  of  planning, 
the  same  volume  of  production,  $220,000,  was  carried 
on  a  process  inventory  of  $450,000.  This  represented 
a  turnover  of  $450,000  divided  by  $220,000—2.1 
months,  or  63  days — a  reduction  in  the  previously 
prevailing  period  of  18  days. 

The  full  significance  of  this  illustration  is  that  the 
concern  saved  the  interest  on  $150,000  at  5  per  cent 
(a  fair  loan  rate),  which  means  $7500  and  freedom 
from  the  necessity  of  borrowing  $150,000. 

Planmngr  Increases  Fixed-Capital  Earnings. — ^The 
instance  just  given  illustrates  how  planning  econe- 
mizes  the  working  capital,  and  I  shall  now  show  how 
it  increases  the  earnings  of  fixed  capital. 

In  controlling  production  proper,  and  by  that  is 
meant  process  goods,  it  has  been  shown  that  plan- 
ning would  reduce  the  amount  of  goods  in  process. 


14 


PLANNING  AND  TIME  STUDY 


THE  BASIS  OF  PLANNING 


15 


1 


This  is  done  in  part  by  timing  more  closely  accord- 
ing to  requirements  the  entrance  of  goods  into  pro- 
cess, but  particularly  by  directing  production  so  that 
the  process  will  be  done  without  delay,  or  at  least 
with  the  minimum  delay.  This  result  is  accom- 
plished by  careful  scheduling  of  operations  with  the 
object  of  using  the  equipment  to  its  fullest  produc- 
tive capacity,  which  means  the  elimination  of  the 
loss  of  time  due  to  various  kinds  of  delays,  an  item 
grossly  neglected  by  many  manufacturers. 

Plants  are  frequently  operated  without  machine- 
activity  reports.  Yet  I  have  known  cases  in  which, 
with  months  of  accumulated  orders  ahead,  ten  to 
twenty  per  cent  of  the  available  machine  time  was 
regularly  lost  owing  to  faulty  control  of  production 
— and  the  management  was  absolutely  unaware  of  the 
condition. 

In  planning,  the  day's  operation  is  predetermined; 
and  thus  the  problem  of  idle  time  is  anticipated;  or, 
if  for  any  reason  this  is  not  possible,  the  difficulties 
are  solved  as  they  arise.  It  must  not  be  inferred  from 
this  that  a  successful  control  will  plan  with  the  pre- 
cision of  train-dispatching,  to  which  planning  is  fre- 
quently likened,  for  in  the  average  manufacture  the 
units  comparable  to  the  trains  are  far  too  numerous, 
they  are  subjected  to  too  great  variation,  and  the 
value  is  too  small,  to  permit  of  a  control  commen- 
surate with  that  in  railroad  operation.  But  planning 
does  exercise  intelligent  foresight  and,  within  reason, 
anticipates  difficulties  and  prepares  for  them. 

Planning  and  Overhead.— It  can  be  definitely  as- 
serted  that  planning   will   reduce   the   idle   time   of 


equipment,  and  thereby  contribute  vastly  to  savings. 
Overhead  is  the  bane  of  the  manager.  It  has  been 
well  termed  *^ burden,"  and  represents  an  expense 
which  is  quite  largely  fixed  by  nature  and  which  is 
best  managed  by  increasing  production.  This  ex- 
pense is  generally  expressed  in  terms  of  percentage 
of  productive  labor,  and  runs  from  as  low  as  eighty 
per  cent  to  as  high  as  five  hundred  per  cent  of  the 
labor. 

This  manner  of  stating  it  is  not  quite  as  graphic 
as  that  of  expressing  overhead  as  a  proportion  of 
total  cost,  but  here  again  there  is  difficulty,  since 
manufacture  varies  widely  in  its  cost  elements  accord- 
ing to  the  nature  of  the  particular  industry. 

Generally,  however,  the  range  in  the  prime  cost  of 
manufacture  can  be  stated  as  follows  (this  with  re- 
quest for  full  allowances  for  its  approximation) : 

20  to    65  per  cent  Material 
40  to    15  per  cent  Labor 
40  to     20  per  cent  Overhead 

These  figures,  as  already  intimated,  are  merely  ap- 
proximate, and  possibly  it  would  be  better  to  say 
that  overhead  expense  is  apt  to  range  from  as  low  as 
twenty  per  cent  to  as  high  as  forty  per  cent  of  the 
total  manufacturing  cost.  Clearly,  it  is  a  big  item. 
Moreover,  overhead  is  such  a  type  of  expense  that 
even  a  small  saving  can  by  repetition  accumulate  to 
large  amounts. 

Advantages  of  Planning  Summarized.— Planning  by 
reducing  idle  time,  by  increasing  the  activity  and 
hence  the  productivity  of  equipment,  decreases  the 


I 


I  \ 


• 


16 


PLANNING  AND  TIME  STUDY 


unit  levy  of  expense— assuming,  of  course,  that  there 
is  sufficient  increase  in  volume  to  correspond  with  the 
gains  in  capacity.  It  is  hard  to  state  just  what  sav- 
ings can  be  effected  by  planning,  for  conditions  vary 
in  manufacture;  but  that  substantial  economies  are 
secured  daily  by  means  of  the  planning  systems  in 
current  operation  is  sufficient  argument  in  favor  of 
such  systems. 

In  conclusion,  it  appears  that  planning  is  conducive 
to  better  and  more  economical  manufacturing  because 
it  accomplishes  the  following  three  ends: 

Service  (increased  volume). 

Conservation  of  working  capital  (interest). 

Increased  production. 

That  is,  planning  is  a  system  for  the  promotion  of 
regular  deliveries.  It  has  commercial  value  in  that 
it  secures  the  good-will  of  customers,  and  hence 
should  tend  to  increase  the  volume  of  sales.  But 
planning,  as  has  been  seen,  does  even  more  than  this 
for  manufacture — in  fact,  it  almost  seems  to  be  the 
basis  of  profitable  production  in  so  far  as  it  acts  to 
conserve  working  capital. 

All  these  considerations  point  to  the  basic  purpose 
of  planning,  and  indicate  that  the  successful  opera- 
tion of  a  system  of  planning  is  a  highly  important 
financial,  as  well  as  manufacturing,  function,  and 
absolutely  indispensable  if  the  highest  profit  is  ulti- 
mately to  be  gained.  This  concludes  the  brief  which 
has  very  deliberately  been  made  the  introductory 
chapter  to  the  present  treatise  on  planning. 
Business  success  is  a  matter  of  profit,  and  planning 


THE  BASIS  OF  PLANNING 


17 


must  not  be  permitted  to  appear  in  the  glamour  of  a 
new  idea  and  so  to  obscure  the  underlying  necessity 
of  rate  of  return;  for  the  value  of  planning,  as  that 
of  any  other  device,  system,  or  service  in  connection 
with  commercial  enterprise,  is  in  suspense  until  it  is 
definitely  expressed  in  terms  of  profit. 

Now  that  this  argument  for  the  business  value  of 
production  control,  or  the  profitable  basis  of  planning, 
has  been  advanced,  the  remaining  chapters  will  be 
devoted  to  a  consideration  of  the  elements  of  plan- 
ning and  will  conclude  with  a  complete  detailed 
description  of  successful  installations  now  in  opera- 
tion. 


\ 


THE  ELEMENTS  OF  PLANNING 


19 


CHAPTER  II 
THE  ELEMENTS  OF  PLANNING 

Classifying  the  Lines  af  Action.— With  the  business 
basis  of  planning  understood,  and  the  commercial 
validity  of  its  purpose  accepted,  the  next  point  for 
consideration  is  the  method  by  which  it  operates,  and 
an  analysis  of  the  working  parts  or  elements  which 
govern  its  design. 

It  has  been  stated  in  the  preceding  chapter  that 
planning  was  an  equation  of  demand  versus  produc- 
tion, of  sales  against  equipment.  Of  course,  it  is  far 
more  detailed  than  such  a  simple  explanation  can 
express,  for  it  involves  a  multitude  of  factors  of 
variable  character  and  activity,  all  of  which  have 
to  be  regarded  in  proper  proportion  and  with  due 
relation  one  to  the  other.  It  is  desirable,  therefore, 
to  classify  these  factors  wherever  possible  and  to 
simplify  the  consideration  by  determining  the  prime 
elements  whereby  the  mechanism  as  a  whole  operates. 

There  is  a  close  analogy  to  the  study  of  cost  ac- 
counting in  the  treatment  proposed;  for  in  most  books 
on  that  subject,  costs  are  reduced  to  three  leading 
phases: 

Labor 

Material 

Expense 

18 


The  detail  in  connection  with  each  of  these  divi- 
sions is  tremendous  and  constitutes  the  technical 
problem  of  the  subject,  but  the  bare  analysis  of  the 
three  parts  supplies  a  fundamental  conception  of  the 
entire  subject  and  clarifies  the  mass  of  detail. 

So  it  is  with  this  purpose  that  planning  has  been 
reduced  to  its  essential  parts  or  lines  of  action: 

Demand 
Material 
Equipment 
Time  Standards 
Control  Mechanism 
Organization 

Each  of  the  divisions  will  be  considered,  first,  in  its 
general  connection  with  all  of  the  others,  which  will 
be  the  purpose  of  this  chapter,  and  then  separately, 
in  the  detailed  method  by  which  each  proceeds,  which 
will  constitute  the  succeeding  chapters. 

The  classification  just  outlined  is  quite  summary  in 
form  and  will  require  explanation.  To  assist  in  that 
regard,  the  basic  consideration  of  planning  as  viewed 
by  two  prominent  authorities  is  presented,  and  the 
connection  between  their  analyses  and  that  of  this 
treatise  will  be  developed. 

C.  E.  Knoeppel*  states  the  following  as  planning 
requirements: 

1.  A  knowledge  of  what  to  make,  the  quantities  and  the 
time  in  which  to  make  them. 

2.  Complete  up-to-the-minute  knowledge  of  receipts  and 
disbursements  of  materials. 


♦ «« 


InstalUng  Efficiency  Methods" :  The  Engineering  Magazine  Co. 


v^ 


• 


s  ,1 


20 


PLANNING  AND  TIME  STUDY 


3.  Prompt  checking  of  requirements  against  stock  records. 

4.  Maintenance  of  stock  margins  that  will  insure  material 
being  on  hand  when  wanted. 

5.  Analysis  of  the  parts  entering  into  the  manufacture  of 
the  product,  their  operations  and  the  estimated  time  per 
operation. 

6.  Routing  of  orders  analyzed  to  machines  and  gangs. 

7.  Study  of  planning  to  avoid  congestion. 

8.  Rearrangement  of  schedule  to  meet  unforseen  con- 
tingencies. 

9.  Replacing  spoiled  or  defective  material. 

10.  Charting  progress  of  orders. 

11.  Study  of  conditions  interfering  with  prompt  execution 
of  plans. 

12.  Delivery  of  material  to  machine  and  gangs. 

These   have  been  rearranged   to   show   their   con- 
cordance with  the  outline  of  this  discussion. 


DEMAND 


MATERIAL 


EQUIPMENT 


1.  A  knowledge  of  what  to  make,  and  the 
quantities  and  the  time  in  which  to  make 
them. 

2.  Complete  up-to-the-minute  knowledge  of 
receipts  and  disbursements  of  materials. 

3.  Prompt  checking  of  requirements  against 
stock  records. 

4.  Maintenance  of  stock  margins  that  will  in- 
sure material  being  on  hand  when  wanted. 

12.  Delivery    of    material    to    machines    and 
gangs. 

11.  Study     of    conditions     interfering    with 

prompt  execution  of  plans. 
6.  Routing  of  orders  analyzed  to   machines 
and  gangs. 


THE  ELEMENTS  OF  PLANNING 


21 


TIME 
STANDARDS 


CONTROL 
MECHANISM 


5.  Analysis  of  parts  entering  into  the  manu- 
facture of  the  product,  their  operations  and 
the  estimated  time  per  operation. 

'10.  Charting  progress  of  orders. 

8.  Rearrangement  of  schedule  to  meet  unfor- 
seen contingencies. 

9.  Replacing  spoiled  or  defective  material. 
7.  Study  of  planning  to  prevent  congestion. 

George  D.  Babcock,  writing  in  the  Iron  Age,  stated 
succinctly  that  the  elements  of  production  control  are 
as  follows: 

Characteristics  of  parts  to  be  made,  which  include  form, 
material,  labor,  place  and  time. 

Quantities  to  be  produced  and  the  date  of  each  event  in 
the  producing. 

This  brief  but  complete  statement  of  the  essential 
parts  of  planning  may  be  interpreted  by  the  classifi- 
cation proposed  in  the  discussion  as  follows: 

DEMAND :  Characteristics  of  parts  to  be  made  as  to  form,  and 
as  to  quantities  to  be  produced. 

MATERIAL:  Characteristics  of  the  parts  to  be  made  as  to  ma- 
terial. 

EQUIPMENT :  Characteristics  of  parts  to  be  made  as  to  method. 

TIME  STANDARDS:  Characteristics  of  parts  to  be  made  as  to 
time. 

CONTROL  mechanism:  Characteristics  of  parts  to  be  made  as 
to  place  and  as  to  the  date  of  each  event  in  the  producing. 

Definition  of  Terms.— The  extent  of  the  discussion 
proposed  for  this  volume  is  indicated  by  the  further 
analysis  of  the  elements  of  planning  presented  in  the 
following  outline: 


22 


DEMAND 


MATERIAL 


TIME 
STANDARDS 


EQUIPMENT      ^ 


PLANNING  AND  TIME  STUDY 

'Fluctuation 

Variety 

Delivery  Requirement 

Amount  or  Quantity 

Definition  of  article  or  product  or  specification 
therefor. 


'Analysis  of  demand  and  reduction  to  material 
requirements 

Material  control  on  specification  or  minimum 

basis 
Material  follow  up 
Stock  records 
Requisitions  and  move  orders. 

Inventory  of  equipment. 

Inventory  of  accessories  such  as  jigs,  fixtures, 

dies,  patterns,  flasks,  etc. 
Balance  of  equipment 
Arrangement  of  equipment 
The  determination  of  most  efficient  methods  of 

operation  as  regards  proper  combination  of 

cuts,  feed  and  speed,  etc. 
Operation  lists  on  cards  of  articles  or  parts 

produced 
Instruction   sheets   for   producing   articles   or 

parts 

Maintenance  of  productive  capacity  by  break- 
down service. 


Determination  of  standard  time  required  for 
every  operation  on  the  articles  or  parts  pro- 
duced, as  shown  on  operation  tests 

Basis  of  this  time  standard  in  time  study,  cost 

figures  or  piece  rates 
[Timft  study  method. 


THE  ELEMENTS  OF  PLANNING 


23 


CONTROL 
MECHANISM 


ORGANIZATION 


Control  Mechanism   is   method   or  device  for 

visualizing  production  problem 
Mechanical  method  of  control 
Graphical  method  of  control. 

Form  of  production  department  organization 
Functions  in  order,   routing,   scheduling  and 
dispatching. 


The  elements  of  planning  thus  outlined  may  also 
be  expressed  mathematically,  by  virtue  of  the  fact 
that  planning  is  in  reality  a  method  of  reducing  a 
variety  of  items  representing  ** demand,"  to  a  com- 
mon denominator  of  **time"  applied  against  **  equip- 
ment," which  may  be  represented  as  an  equation  as 
follows : 


Z>== 


E 


M 


where 
D 
E 
T 
M 


Demand 

Equipment  or  Capacity 

Unit  Time  for  process,  or  Time  Standard 

Raw  Material  Requirements. 


This  simple  equation  concentrates  the  entire  effort 
of  planning  to  the  few  elements  designated  by  the 
symbols  shown,  each  of  which  must  be  determined 
quantitively  as  the  preliminary  to  the  design  and 
operation  of  any  system  for  production  control. 

The  balance  of  this  chapter  will  be  devoted  to  a 
summarv  discussion  of  each  of  these  elements  and 
its  subdivisions  as  shown  in  the  outline,  whereby  it  is 
hoped  to  establish  a  clear  perspective  of  the  treatment 
which  will  appear  in  the  following  chapters. 


24 


PLANNING  AND  TIME  STUDY 


THE  ELEMENTS  OF  PLANNING 


25 


Demand. — Demand  is  the  pivotal  point  of  manu- 
facture. Indeed  the  characteristics  of  demand  govern 
the  ease  or  complexity  of  the  entire  productive  pro- 
cess and,  hence,  the  relative  simplicity  or  difficulty 
of  the  problem  of  planning.  For  this  reason,  the  first 
attack  on  any  production  problem  which  is  to  be 
reduced  to  control  must  be  preceded  by  an  exhaustive 
study  of  demand. 

Viewed  purely  as  a  financial  enterprise,  manufac- 
ture labors  with  greater  fluctuation  in  demand  than 
that  of  railroad  corporations,  which  are  next  in  point 
of  total  capitalization.  By  fluctuation  in  demand  is 
meant  not  only  the  differences  in  volume  of  one  year 
over  another,  but  also  the  seasonal  fluctuations  which 
occur  over  the  whole  line  within  the  year  itself,  and 
the  local  fluctuations  of  the  individual  items  or  parts 
of  the  line. 

It  is  necessary  to  analyze  the  trend  of  demand, 
determine  its  character,  and  classify  the  manufacture 
according  to  the  nature  of  the  demand.  The  method 
of  this  analysis  and  the  classification  of  manufacture 
based  on  the  demand  will  be  discussed  completely  in 
the  following  chapter. 

Variety  of  demand  or  the  extent  of  the  line  required 
by  the  trade  is  another  point  which  must  be  con- 
sidered carefully  in  the  approach  to  planning.  Sales 
of  two  different  manufactures,  while  equal  in  amount,' 
might  represent  a  repeating  turnover  of  one  item  or 
the  aggregate  of  varying  sales  on  hundreds  of  items 
of  a  line.  The  number  of  items  in  the  line,  their 
inter-relation,  and  the  degree  of  their  identity,  either 
in    component    parts    or    manufacturing    processes. 


should  be  studied,  for  therein  is  found  frequently  a 
fruitful  source  of  economy. 

It  is  possible  to  standardize  in  a  line  of  many 
articles  and  select  parts  which  will  be  uniform  and 
yet  supply  many  different  articles  with  large  result- 
ing economies  and  considerable  relief  to  the  problem 
of  planning. 

The  delivery  requirement  of  the  trade  is  the  guid- 
ing motive  to  the  actual  operation  of  the  production 
department.  Response  to  the  requirements  of  de- 
livery is  the  direct  expression  of  the  service  rendered, 
and  it  is  necessary  to  heed  carefully  inquiries  or 
requests  from  customers  or  any  other  communication 
regarding  the  necessity  of  their  circumstances. 
Promises  of  attention  must  be  filed  and  arranged  to 
tickle  automatically  when  the  obligation  is  to  be  met, 
and  the  whole  scheme  of  planning  is  frequently 
measured  by  its  capacity  to  meet  this  one  require- 
ment. 

The  amount  of  quantity  to  be  manufactured  is  an 
important  feature  in  its  effect  upon  production  con- 
trol, for  it  in  turn  governs  the  size  of  order  unit 
upon  which  manufacture  is  maintained.  Hardly  any- 
thing is  of  greater  importance  than  the  determination 
of  a  desirable  order  unit,  and  the  nature  of  demand, 
as  regards  the  amount,  furnishes  the  best  basis  for 
so  doing. 

The  definition  of  or  specification  for  the  product 
or  articles  to  be  made  is  also  a  matter  of  importance, 
and  must  be  thoroughly  developed  and  accurately 
presented  so  that  it  will  define  the  processes,  the 
material,  and  the  methods  by  which  production  shall 


26 


PLANNING  AND  TIME  STUDY 


THE  ELEMENTS  OF  PLANNING 


27 


be  undertaken.  The  article  must  be  examined  and 
reduced  to  its  elements.  The  size  and  limits  of  size, 
material  in  kind  and  in  size,  the  finish,  form,  etc., 
must  be  established  and  brought  into  some  regular 
and  workable  form,  usually  termed  the  specification 
sheet  and  frequently  known  as  the  bill  of  material. 

Material. — With  the  amount  and  specification  of 
the  demand  known,  the  next  step  in  the  installation 
of  a  planning  system  is  the  reduction  of  this  informa- 
tion to  terms  of  raw  material.  That  is,  the  demand 
must  be  analyzed,  and  the  quantities  to  be  made  and 
the  kinds  of  material  used  must  be  expressed  in  terms 
of  the  material  from  which  the  manufacture  proceeds. 
This  information  is  very  necessary  from  the  point  of 
providing  material  at  the  right  time  and  in  the  right 
quantity  for  manufacture. 

It  furnishes  a  basis  for  intelligent  and  effective 
purchasing  and  determines  largely  the  policy  of  pur- 
chasing. By  the  latter  is  meant  whether  purchasing 
shall  be  done  on  a  straight  specification  basis  or  be 
controlled  by  a  method  of  minimums.  The  distinc- 
tion is  quite  fundamental.  On  the  specification  basis, 
the  demand  is  expressed  in  terms  of  the  aggregate 
quantities  required,  and  the  purchase  is  made  accord- 
ingly, with  deliveries  stipulated  at  desired  intervals 

in  advance. 

The  minimum  starts  with  the  same  information, 
but  operates  differently  in  that  it  does  not  anticipate 
the  future  for  so  long  a  period.  On  the  minimum 
basis  a  reserve  and  an  order  quantity  are  set,  and 
whenever  the  supply  is  brought  below  minimum  or 
reserve  an  order  is  placed  in  the  standard  quantity. 


The  reserve  is  set  at  a  point  which  it  is  estimated 
will  supply  the  demand  until  delivery  can  be  made 
of  the  replacing  order. 

The  follow-up  of  material  is  of  almost  as  great 
importance  .as  the  follow-up  of  production  itself,  and 
is  often  more  difficult,  for  the  control  of  deliveries  is 
in  the  hands  of  the  dealer,  whose  interests  are  not 
entirely  in  common  with  the  production  department, 
and  who  differs  from  the  shop  in  not  being  in  the 
absolute  authority  of  the  production  department. 

Stock  records  are  veritably  cash  books,  although 
they  are  not  often  so  regarded.  Yet  material  is  money 
and  is  possible  of  exchange  and  tender,  and  it  should 
be  handled  and  accounted  for  with  the  scrupulous 
exactitude  that  occurs  in  the  transactions  of  monev. 

The  stock  records  are  needed  as  a  control  and  a 
watch  upon  the  investment  in  the  material  they 
record.  They  are  also  imperative  to  the  production 
department,  for  just  as  the  control  mechanism  reflects 
the  condition  of  production,  so  do  the  stock  records 
show  the  status  of  the  material  situation,  and  thus 
establish  the  limits  within  which  production  may  be 
carried  on. 

Equipment. — ^Equipment  is  the  physical  instrument 
of  manufacture,  and  its  character  and  extent  define 
the  outer  limits  of  capacity. 

As  a  preliminary  to  the  installation  of  a  produc- 
tion system,  it  is  necessary  to  secure  a  complete  in- 
ventory which  should  show  every  item  of  productive 
equipment  with  full  details  as  to  size  and  capacity. 
It  is  further  necessary  to  obtain  a  complete  list  of 
any   accessories   required   for   the   operation   of  the 


V 


A 


28 


PLANNING  AND  TIME  STUDY 


THE  ELEMENTS  OF  PLANNING 


29 


equipment,  such  as  jigs,  fixtures,  dies,  flasks,  or  pat- 
terns. These  accessories  must  be  located,  recorded 
and  indexed  for  reference  and  use. 

The  equipment  should  be  arranged  in  either  of  two 
fundamental  plans,  known  respectively  as  the  *'unit" 
and  *' production  center''  arrangements.  Both  plans 
are  valuable,  but  for  any  particular  manufacture  one 
may  be  better  adapted  than  the  other  and  hence  more 
economical.  The  selection  should  be  made  carefully, 
as  the  ultimate  decision  will  influence  both  the 
volume  and  ease  of  production. 

The  next  effort  should  be  to  establish  the  most 
effective  operating  methods  for  the  equipment.  In 
the  case  of  machine  tools,  this  involves  the  determina- 
tion of  the  proper  cut — the  feed  and  speed — and  a 
general  study  of  all  these  variable  factors  of  opera- 
tion which  can  be  fixed  to  some  most  effective  com- 
bination and  so  recorded. 

The  next  point  for  attention  is  the  preparation  of 
detailed  operation  lists,  which  should  show  the  com- 
plete course  of  manufacture  in  sequence  by  detailed 
processes  or  operations.  These  lists  will  also  indicate 
whatever  accessories  are  required  for  the  operation, 
such  as  jigs,  fixtures,  etc.,  and  will  also  show  the 
proper  combination  of  cut,  feed,  and  speed  or  other 
controlling  information  regarding  each  operation. 
Instruction  sheets  should  then  be  made  from  the  in- 
formation contained  on  the  operation  lists,  and  should 
show,  as  well,  a  sketch  or  drawing  of  the  product  or 
part. 

These  instruction  sheets  are  given  to  the  foreman 
or  the  individual  operative  and  are  used  by  him  as  a 


guide  for  the  work  to  be  done.  For  the  purpose  of 
the  planning  department,  it  is  necessary  to  have  these 
lists  show  some  further  information,  namely,  the 
**unit  time"  required  for  each  operation. 

Time  Standards. — This  unit  time  is  known  as  the 
time  standard  and  indicates  what  the  standard  per- 
formance for  each  operation  is.  The  standards  are 
used  to  schedule  in  advance  the  work  to  be  done 
against  the  equipment,  and  as  a  measure  of  the  rela- 
tive efficiency  with  which  the  work  so  set  or  laid 
out  is  accomplished. 

Since  the  time  standard  is  the  measure  of  efficiency 
— and,  as  such,  the  limit  of  the  productive  capacity 
of  the  plant — it  must  be  set  most  carefully.  This  is 
best  accomplished  by  means  of  time  studies.  It  is 
possible,  however,  to  determine  the  time  standards 
by  using  the  piece  rates  or  the  unit  labor  cost.  This 
information  is  reduced  for  the  purpose  of  standards 
to  its  time  equivalent  on  the  basis  of  the  average 
hourly  wage  rates,  the  method  for  which  will  be  de- 
scribed in  Chapter  VII. 

Since  the  time  study  is  a  valuable  aid  in  the  plan- 
ning department,  it  has  been  thought  fitting  and 
appropriate  to  include  a  chapter  on  the  method  and 
purpose  of  time  study.  That  chapter  is  intended  to 
instruct  as  to  the  technique  of  time  study,  the  analysis 
of  operations,  and  so  on,  so  as  to  acquaint  the  student 
with  the  method  of  determining  the  time  standard 
for  any  operation,  whether  it  is  to  be  used  to  plan 
production  or  as  the  basis  of  rate  setting. 

Control  Mechanism. — Control  mechanism  is  the 
name  given  to  that  part  of  the  planning  system  which 


30 


PLANNING  AND  TIME  STUDY 


is  designed  to  visualize  the  physical  problem  which 
the  production  requirements  represent.  By  that  is 
meant  that  the  control  mechanism  is  a  substitute  for 
the  memory  or  mental  grasp  which  men  or  managers 
are  compelled  to  possess  of  the  production  condition 
and  status,  unless  provided  with  some  competent 
mechanism. 

The  form  of  control  mechanism  varies  in  practice 
from  mechanical  boards  to  graphic  sheets  or  charts. 
Each  method  has  value  for  certain  conditions,  and 
many  ingenious  adaptations  and  variations  of  each 
have  been  devolved.  It  is  important  to  know  the  forms 
of  these  various  methods  of  production  control,  for 
although  individually  they  do  not  permit  of  universal 
application,  yet  the  selection  of  the  particular  mech- 
anism governs  directly  the  ease  or  difficulty  with 
which  the  control  is  accomplished.  Illustrations  will 
be  given  in  Chapter  VI  of  the  forms  now  in  use,  to- 
gether with  such  information  and  description  as  will 
enable  discrimination  and  successful  selection. 

Organization. — The  matter  of  organization  is  as 
important  in  the  production  department  as  it  is  in 
any  other  department  or  in  the  whole  of  a  commercial 
enterprise.  The  selection  of  the  right  man  as  produc- 
tion manager,  the  proper  division  and  delegation  of 
duties,  the  co-operation  of  all  efforts  to  a  point  of 
uniform  result,  all  pertain  to  the  matter  of  organiza- 
tion and  as  such  bear  directly  on  the  success  of  the 
production  department,  for  a  perfect  system  is  no 
more  successful  than  the  operating  head  or  heads 
make  it. 

Production  control  divides  into  fairly  distinct  lines 


THE  ELEMENTS  OF  PLANNING 


31 


of  effort  which  have  become  known  in  the  industrial 
world  of  today  as 

Routing 

Scheduling 

Dispatching 

Routing  is  the  inclusive  term  which  refers  to  that 
division  of  the  production  department  that  has  to  do 
with  the  analysis  of  orders,  the  requisition  of  ma- 
terial, the  provision  of  operation  cards  and  instruc- 
tion sheets,  and,  in  general,  the  arrangement  of  all 
details  both  informative  and  material  that  are  re- 
quired for  the  actual  accomplishment  of  the  work. 

Scheduling  defines  that  part  of  the  production 
department  activity  that  has  to  do  with  the  assign- 
ment of  the  work  to  the  machines  in  the  sequence  or 
distribution  required.  It  also  should  present  the 
status  of  the  production  or  process  goods  by  means 
of  some  suitable  form  of  control  mechanism  which 
will  reflect  the  condition  and  at  the  same  time  indi- 
cate dates  of  completion  as  the  basis  of  promises  and 
deliveries. 

Dispatching  refers  to  that  part  of  the  work  of  the 
production  department  which  authorizes  or  initiates 
the  start  of  actual  operation  and  the  start  of  the 
successive  completing  processes. 

The  foregoing  three  functions  interlace  to  a  certain 
extent,  and  it  is  necessary  for  the  smooth  running 
of  the  machinery  of  the  production  department  to 
have  accurate  definition  of  duties  and  programs  of 
routine  for  each.  This  will  be  considered  in  detail 
in  Chapter  VIII. 


I 


32 


PLANNING  AND  TIME  STUDY 


The  detail  of  planning  to  be  presented  in  the  fol- 
lowing chapters,  will,  it  is  hoped,  describe  completely 
the  method  of  production  control  and  its  application; 
but  it  is  timely,  possibly,  to  state  that  to  study  the 
production  requirements  of  a  given  manufacture  and 
to  select  the  design  best  adapted  to  these  require- 
ments is  a  matter  of  extreme  delicacy  and  difficulty. 
Success  in  such  an  undertaking  is  not  only  a  matter 
of  the  knowledge  of  methods  and  procedure  which 
it  is  the  purpose  of  this  volume  to  expound,  but  also 
of  the  nicety  of  decision  in  the  fine  points  and  well- 
balanced  judgment  applied  to  the  large  considerations 
by  the  engineer  in  charge. 


CHAPTER  III 
DEMAND  AS  AN  ELEMENT  OF  PLANNING 

riuctuation. — ^Production  is  governed  by  demand, 
and  effective  control  of  production  is  made  possible 
only  by  an  intimate  and  exact  knowledge  of  demand. 
Therefore,  before  devising  any  system  which  shall 
have  as  its  object  the  direction  of  the  operating  pro- 
cesses of  manufacture,  it  is  necessary  to  secure  ade- 
quate information  concerning  demand.  With  rare  ex- 
ceptions, most  manufacture  is  done  on  an  estimate  of 
this  demand,  and  this  estimate  represents  an  expec- 
tation of  future  events  as  indicated  by  past  records. 

The  estimate  represents  an  attempt  to  meet  the  is- 
sue which  confronts  every  manager  at  the  outset  of 
his  manufacturing  year,  and  this  issue,  in  turn,  is 
represented  by  the  question,  *'What  will  my  plant  be 
called  upon  to  produce  this  year?"  Occasionally,  as 
in  the  case  of  the  manufacture  of  knit  underwear,  the 
sale — or  demand — ^may  be  known  before  production 
starts;  but  in  general  manufacture  that  is  an  extraor- 
dinary circumstance.  Hence,  it  is  usually  the  case 
that  sales  must  be  estimated;  and  the  success  with 
which  this  can  be  done  varies  widely  with  the  charac- 
ter of  the  business.  For  a  given  business  this  estimate 
largely  predetermines  the  general  economy  of  oper- 
ation. 

8S 


r 


I 


34  PLANNING  AND  TIME  STUDY 

The  Types  of  Manufacture.— Sales,  or  demand,  will 
be  found  to  present  various  characteristics.  Some- 
times the  volume  will  be  of  almost  uniform  monthly 
distribution;  at  other  times,  as  much  as  50  per  cent 
of  its  total  will  be  concentrated  in  one  month  of  the 
year.  Because  of  this  diversity  in  the  range  and  char- 
acter of  sales,  it  becomes  convenient  to  classify  them, 
if  rather  broadly,  into  the  general  divisions  of  manu- 
facture which  the  demand  they  represent  determines. 
This  classiiication  of  manufacture  according  to  the 
nature  of  demand  is  proposed  as  a  means  of  assist- 
ing the  solution  of  the  general  problem  of  planning. 
Accordingly,  manufacture  has  been  divided  as  fol- 
lows: 

Seasonal  Manufacture 
Constant  Manufacture 
Stock  Manufacture 
Contract  Manufacture 

A  ** seasonal  manufacture"  is  one  in  which  the  de- 
mand fluctuates  widely  or  concentrates  unequally 
through  the  year.  It  is  difficult  to  state  the  limits  of 
the  fluctuation  that  would  consitute  a  particular 
manufacture  as  seasonal,  without  being  arbitrary  and 
subjecting  oneself  to  conflict  of  opinion.  I  therefore 
attempt  here  only  to  establish  the  fact  of  such  a  con- 
dition as  determining  a  type  of  manufacture  which 

exists 

A  *^ constant  manufacture"  is  one  in  which  the  de- 
mand remains  uniform  or  is  equally  distributed 
through  the  periods  of  the  year. 

A  ** stock  manufacture"  is  one  in  which  the  prod- 


DEMAND 


35 


net  may  be  made  up  and  held  in  stock  to  meet  an  es- 
tablished demand. 

A  ** contract  manufacture"  is  one  which  produces 
to  specification  or  special  order. 

Admittedly  the  foregoing  definitions  describe  some- 
what loosely  the  classification  of  manufacture,  but 
it  is  impossible  to  state  the  exact  limits  that  de- 
termine this  classification.  It  is  perhaps  best, 
therefore,  to  regard  the  terms  used  as  suggesting 
tendencies,  rather  than  set  barriers  between  which  all 
manufacture  may  be  placed.  A  manufacture  may 
consist  of  any  one  of  the  classes  mentioned,  or  of  a 
combination  of  several;  nevertheless,  even  in  view  of 
such  possible  variation,  I  believe  that  the  classifica- 
tion will  assist. 

Combination  Types. — As  representative  oi  the  pos- 
sible combinations,  the  following  instances  are  given: 

A  ** seasonal-stock"  manufacture  is  found  in  the 
binder-twine  industry,  in  which  sales  call  for  the 
making  of  a  year's  deliveries  in  less  than  two  months. 
It  is  the  custom  in  this  business — and  the  nature  of 
the  demand  permits  it — to  resolve  these  sales  to  a 
definite  and  uniform  program  of  manufacture,  which 
builds  up  in  advance  a  stock  at  best  economy  from 
the  viewpoint  of  manufacture,  and  yet  meets  the 
sharply  seasonal  demand. 

A  ** seasonal-contract"  manufacture  is  represented 
by  the  fashionable  establishments  that  do  ladies' 
tailoring,  in  which  the  year's  business  is  sold  in  a 
matter  of  weeks,  at  two  periods  of  the  year,  and  in 
which  each  garment  or  production  unit  is  subject  to 
individual  selection  of  material  and  requires  special 


'I 


I 


36 


PLANNING  AND  TIME  STUDY 


fitting  and  finishing.  In  such  a  business,  manufac- 
ture is  compelled  to  follow  sales  very  closely,  ^nd  it 
is  almost  impossible  not  to  have  production  parallel 
the  fluctuations  that  constitute  demand. 

Consequently,  the  volume  of  production  in  a  busi- 
ness of  this  kind  varies  from  almost  nothing  to  one- 
half  of  the  yearly  total  in  one  month.  The  complica- 
tion of  detail  and  the  disorganizing  effect  of  such 
conditions  very  sharply  limit  the  design  of  a  produc- 
tion system,  and  of  course  require  a  machine  entirely 
different  to  one  adapted  to  a  seasonal-stock  business. 

A  ** constant-stock''  manufacture  is  the  simplest 
from  every  point  of  view,  and  theoretically  should 
be  the  most  profitable.  Unfortunately,  however,  the 
characteristics  of  demand  that  define  such  a  business 
are  found  mostly  in  staple  articles  on  which  the  mar- 
gin is  small,  and  hence,  despite  the  ideal  manufac- 
turing conditions  that  it  represents,  the  profits  are 
frequently  not  as  great  as  in  businesses  of  more 
erratic  tendencies.  Milling  and  sugar-refining  are 
fairly  illustrative  of  this  type. 

A  ** constant-contract"  business  is  one  found  largely 
in  various  installation  products,  such  as  sprinkler 
systems,  and  sash  and  door  manufacture.  Another 
example  of  this  type  is  freight-car  manufacture,  in 
which  the  units  of  product,  although  similar  in  manu- 
facturing requirements,  vary  enormously  according  to 
the  individual  specifications  of  the  customers. 

These  four  examples  of  manufacture — that  is,  sea- 
sonal-stock, seasonal-contract,  constant-stock,  and  con- 
stant-contract— are  clean-cut  divisions  of  industry, 
but  owing  to  a  variety  of  causes  inherent  and  ac- 


DEMAND 


37 


quired,  a  business  may  represent  combinations,  even 
of  these. 

In  other  words,  a  business  may  be  partly  seasonal- 
stock  and  partly  seasonal-contract,  or  partly  constant, 
or  partly  seasonal.  Moreover,  the  possibilities  of  such 
combinations  are  not  only  mathematically  many,  but 
are  actually  found  to  the  same  extent  in  operation. 
It  is  important,  therefore,  to  locate  a  particular  manu- 
facture within  this  classification,  for  this  prime  defini- 
tion of  manufacture  largely  determines  the  basis  of 
planning. 

Analyzing  Past  Sales — Graphs. — The  study  of 
manufacture  that  is  to  be  brought  under  systematic 
production  control  has  then  as  its  object,  first  to  de- 
termine the  characteristics  of  demand.  The  pre- 
liminary to  any  such  procedure  is  obviously  a  careful 
and  complete  analysis  of  the  sales  of  past  periods. 
Every  item  in  the  line  should  be  enumerated  in  totals 
by  quarters  at  least,  and  if  necessary,  by  months  for 
not  less  than  three  years. 

The  manner  in  which  such  a  tabulation  may  be  pre- 
pared is  shown  in  Figure  1,  where  several  items  in 
the  line  of  a  certain  manufacture  are  presented  in  full 
detail.  The  arrangement  shows  the  sales  by  months 
and  quarters,  and  makes  possible  a  comparative 
study  not  only  of  the  tendencies  of  demand  within 
the  separate  year,  but  also  of  any  perceptible  trend 
of  one  year  as  compared  with  another. 

Since  it  sometimes  happens  that  such  tabulations 
are  difficult  to  grasp,  it  has  been  found  that  graphic 
representation  gives  a  more  vivid  comprehension  of 
the  facts.    To  illustrate  the  graphic  portrayal  of  th-e 


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2:        oQ       a       cr        >       ^        >i 
<        u       <       a        <       §        3 
^         U.         2         <          2         ->          -> 

Not  Table    D    =  /  Table 

o       t       H       >       <-> 

3          £j          O          O          UJ 

<        !^        O       Z        Q 
FirsI-  Year 

No.  4 
NoS 

7i7i>/e     D    -  -J 
Table     G    -  3 

Tables 
Tables 
Tobies 

m 

Fourfh 

Year 
Year 

. 

FIG.   2.      GRAPHIC   REPRESENTATION   OF  SALES  ANALYSIS 


40 


PLANNING  AND  TIME  STUDY 


DEMAND 


41 


f 


same  information,  Figure  2  has  been  prepared.  The 
graphic  method  is  often  particularly  helpful,  in  that 
it  visualizes  the  business  condition  and  presents  an 
easier  image  to  the  mind  than  the  rows  of  figures. 

It  is  not  important  which  form  is  adopted  (figures 
or  graphs) — frequently  both  are  used  for  the  same 
business — but  it  is  important  that  such  a  detailed 
analysis  be  undertaken  as  the  foundation  of  plan- 
ning. 

Statistics  of  this  kind  often  involve  a  tremendous 
amount  of  clerical  labor,  especially  if  the  line  is  big, 
all  of  which  effort  may  be  greatly  reduced  by  use  of 
the  tabulating  machine.  I  recently  found  it  necessary 
to  analyze  the  demand  of  a  large  company  making 
a  line  of  about  1500  items,  for  the  previous  five  years. 
The  task  of  tabulating  loomed  ahead  enormously, 
but  with  a  Hollerith  machine  the  whole  job  was  cur- 
tailed at  least  two  months,  and  was  completed  with 
much  greater  accuracy  than  would  have  been  possible 
if  hand-listing  had  been  used. 

The  result  of  such  a  tabulation  must  be  closely 
studied,  in  order  that  the  nature  of  demand  may  be 
accurately  determined. 

The  Problem  of  Seasonal  Fluctuation. — When  the 
sales  are  uniform  it  is  not  difficult  to  define  a  pro- 
gram of  manufacture;  for,  in  such  a  case,  the  mini- 
mum reserve  can  be  set  as  a  definite  proportion  of 
the  sales.  This  minimum,  expressed  usually  in  terms 
of  so  many  days'  supply — as  30,  45  or  60 — serves  as 
point  for  replacement  orders  as  shipments  are  made, 
and  sets  the  limits  that  govern  the  frequency  of  turn- 
over.    Usually  production  can  be  reduced  by  this 


method  to  a  constant  and  smoothly  running  process. 

If  the  business  takes  on  a  seasonal  color,  however, 
it  becomes  difficult  to  operate  on  a  minimum  basis  in 
almost  directly  increasing  proportion  to  the  extent  of 
the  seasonal  range  or  fluctuation.  The  effect  of  a 
seasonal  business  is  far-reaching,  devious,  and  seri- 
ously damaging  to  profit,  for  manufacture  is  similar 
to  any  other  physical  process  that  is  a  function  of 
time,  and  is  most  productive,  and  correspondingly 
least  expensive,  when  operated  uniformly. 

The  leading  manufacturers  of  the  country  have 
recognized  the  detrimental  effect  of  seasonal  fluctu- 
ation and  have  sought  in  various  ways  to  overcome 
it.  Mr.  Feiss,  of  the  Joseph  &  Feiss  Company,  has 
expressed  the  situation  and  the  remedy  used  in  his 
company  as  follows,  in  the  Annals  of  the  American 
Academy  of  Social  and  Political  Science: 

In  this  connection,  one  of  the  most  important  things  is  the 
sales  policy.  Many  businesses,  even  though  having  a  highly 
developed  manufacturing  organization,  have  not  a  sales  policy 
or  sales  organization  worthy  of  that  name.  It  is  only  in  ex- 
ceptional instances  that  the  sales  policy  and  the  manufac- 
turing policy  are  properly  co-related.  Ordinarily  the  sales 
department  is  administered  with  entire  disregard  of  its  most 
important  function,  viz.,  to  market  a  product  that  will  per- 
manently be  of  most  profit  to  the  entire  organization.  The 
Joseph  &  Feiss  Company,  in  order  to  meet  the  problem  of 
furnishing  steady  employment,  have  for  some  time  past  con- 
ducted an  advertising  campaign  concentrating  on  certain 
staple  numbers.  The  volume  of  sales  that  has  resulted  has 
been  sufficient  under  normal  conditions  to  provide  steady  em- 
ployment when  other  establishments  in  the  same  industry 
have  been  shut  down.    As  to  this  phase  of  the  problem,  how- 


42 


PLANNING  AND  TIME  STUDY 


ever,  the  surface  has  as  yet  only  been  scratched.  The  men 
who  hold  the  purse  strings  must  sooner  or  later  learn  that  the 
correct  point  of  view,  both  morally  and  for  the  purpose  of 
permanent  return  not  only  to  themselves  but  to  all  the  or- 
ganization, involves  the  realization  that  the  factory  does  not 
exist  for  the  purpose  of  turning  out  for  a  temporary  profit 
whatever  it  is  easiest  to  sell,  but  that  the  sales  force  is  part 
of  the  manufacturing  organization,  to  market  whatever  it  can 
most  steadily,  and  therefore  most  profitaUy,  produce. 

Seasonal  Fluctuation,  and  Labor.— This  problem  has 
a  direct  bearing  on  the  question  of  labor  and  the 
expense  of  labor  turnover.  The  following  statements 
of  Mr.  Boyd  Fisher,  of  the  Detroit  Executives'  Club, 
emphasize  not  only  the  effect  of  the  seasonal  busi- 
ness, but  also  definite  remedies  tried  successfully  by 
representative  companies. 

Men  are  laid  off  chiefly,  however,  because  of  the  dull  sea- 
sons that  afflict  every  business.  Even  the  Cleveland  Foundry 
Company,  which  I  have  cited  for  its  good  employment 
methods^  is  handicapped  by  from  20  to  40  per  cent  seasonal 
reductions  annually,  and  the  stove  companies  of  Detroit  fre- 
quently close  down  altogether  for  periods  which  let  many 

men  get  away.  Mr.  Winslow  has  some  good  analyses  of  sea- 
sonal fluctuations  in  several  industries  and  cities.  We  shall 
return  to  this  topic  presently. 

The  Joseph  &  Feiss  Company,  garment  manufacturers  of 
Cleveland,  and  the  H.  H.  Franklin  Company,  of  Syracuse, 
under-produce  their  demand  in  the  busiest  season.  It  takes 
intelligence  plus  courage  to  do  that,  and  yet  the  economies  of 
plant  and  labor  force  are  demon^itrahle.  Furthermore,  the 
Joseph  &  Feiss  Company  leaves  off  its  advertising  campaign 
in  the  busiest  season,  and  the  H.  H.  Franklin  Company  pays 
a  higher  sales  bonus  in  the  dull  season. 


DEMAND 


43 


Some  companies  fill  out  production  in  the  dull  season  by 
stocking  up  on  staple  lines  or  standard,  low-cost  parts.  A 
button  manufacturer  in  northern  New  York,  after  scientific 
study  of  his  sales,  so  managed  this  stocking  up  process  on 
best  selling  lines,  that  for  thirteen  years  he  never  discharged 
an  employee  for  lack  of  work.  For  thirteen  years  a  button 
manufacturer,  dependent  upon  the  most  seasonal  of  busi- 
nesses, the  clothing  trade,  never  discharged  an  employee  for 
lack  of  work!  It  is  worthy  of  additional  mention  that  this 
company  thinks  it  economical  sometimes  to  sell  slightly  below 
cost,  in  order  to  keep  its  constant  labor  force. 

It  is  the  Franklin  Company,  again,  under  the  brilliant 
management  of  George  D.  Babcock,  which  manages  to  keep 
its  seasonal  fluctuations  within  30  per  cent,  by  manufactur- 
ing during  dull  seasons  those  parts  of  its  motor  car  which 
are  standard  or  cheap  enough  to  provide  continual  employ- 
ment without  tying  up  excessive  amounts  of  capital. 

The  Production  Curve.— Another  student  of  in- 
dustry, Magnus  W.  Alexander,  also  states  that  it  is 
possible  to  rectify  a  fluctuating  curve  of  production: 

Opinions  differ  widely  as  to  how  far  production  can  be 
fairly  evenly  distributed  over  the  whole  year,  but  the  con- 
viction is  making  itself  felt  among  employers  that  in  most 
businesses  the  prevalent  erratic  curve  of  productive  require- 
ments can  be  turned  into  a  more  even  wave  line.  Several 
interesting  evidences  are  already  available  to  show  the  effect 
of  well-directed  effort  in  this  field. 

The  effort  of  any  one  in  charge  of  the  design  of  a 
planning  or  a  production-control  system  must  be,  first, 
to  analyze  demand  quantitatively,  and  then  to  place 
It  according  to  the  classification  determined  by  the 
nature  of  demand,  as  seasonal-stock,  and  so  on.    It  is 


44  PLANNING  AND  TIME  STUDY 

so  essential  to  overcome  the  effect  of  fluctuating  de- 
mand on  production  that  the  next  effort,  if  the  de- 
mand shows  it  to  be  necessary,  should  be  to  devise 
some  equalizing  influence,  such  as  that  used  by  the 
Joseph  &  Feiss  Company  or  the  Franklin  Motor  Car 
Company. 

Keepings  Production  Uniform. — As  an  example  of 
what  may  be  done  along  this  line,  I  present  a  case 
in  which  the  seasonal  effect  of  demand  was  very 
marked,  and  the  conditions  arising  from  such  a  de- 
mand were  extremely  complex. 

The  particular  manufacture  was  a  staple  article, 
but  one  of  almost  endless  variety  in  size  and  grade — 
there  were  about  2000  items  in  the  line.  Of  the  total 
production,  the  preponderant  tonnage  showed  an  ex- 
ceedingly seasonal  character,  although  individual 
items  represented  tendencies,  as  regards  demand, 
which  took  almost  every  possible  direction  and  which 
were  decidedly  contrary  to  the  prevailing  trend.  In 
the  aggregate,  the  demand  for  the  year  ran  about  as 
follows : 

First   Quarter 20,000  pounds 

Second    '*        8000 

Third      '*        10,000 

Fourth    '*        30,000 

Had  the  production  followed  the  trail  of  this  de- 
mand, the  plant  would  have  run  in  cycles  of  hectic 
rush  and  desperate  idleness.  It  is  needless  to  enlarge 
upon  the  obvious  futility  of  such  a  policy. 

In  this  case,  the  following  course  of  action  was 
followed   to    provide   for    the    situation.      Shipments 


DEMAND 


45 


were  tabulated  for  five  years,  item  by  item  and  by 
months.  Every  article  was  studied  individually  as 
a  manufacture  of  its  own,  and  whenever  the  demand 
for  an  article  was  sufficiently  uniform,  production 
on  a  minimum-reserve  basis  was  arranged  for.  But 
in  the  case  of  any  article  that  was  distinctly  seasonal, 
a  deliberate  program,  or  predetermined  schedule,  of 
manufacture  was  established,  with  the  object  of 
equalizing  production  and,  at  the  same  time,  assur- 
ing an  adequate  stock  to  meet  shipping  requirements. 
As  a  specific  illustration,  the  following  treatment 
of  a  single  item  is  shown: 

Quarters 
Ist    2nd     3rd    4th 
Article  lb.      lb.      lb.       lb. 

Past   Sales 250  300  175  675 

Monthly  Schedule  of  Manufacture.  375  375  375  300 

Balance  after  expected  shipments) .  125  75  200  25 
accumulated                                     ) 

Reserve                                            ).  125  200  400  25 

Every  item  was  analyzed  in  this  manner  and  a  pro- 
gram was  outlined,  with  the  results  shown  as  fol- 
lows: 

Sales  20,000      8,000    10,000    30,000    68,000 

Production    ....18,000     15,000     15,000     20,000     68,000 

In  detail  this  meant  a  reduction  from  a  sales  range 
of  8000  to  30,000  pounds  to  a  production  range  of 
15,000  to  20,000  pounds.  The  chart,  Figure  3,  shows 
the  real  significance  of  this  action,  and  indicates 
plainly  how  the  plan  simplified  and  economized  pro- 


PLANNING  AND  TIME  STUDY 


DEMAND 


47 


- 

30.000 
25^000 

?QOO0 

O 

z 

D 
O 
0. 

15000 

10.000 

5000 

1 

I 

Sales 

— J 

T 

/ 

, 

/ 

\ 

/ 

^ 

.^ 

^ 

-^ 

'•*•• 

'^•«.. 

Production 

^■^     ^i^       ^^M    «^B>     1*^       ^^    * 

/' 

\ 

\ 

\ 

\ 

1 

\ 

j^^es^ 

JAN- APR 
APR-JULY 
JULY-OCT. 

z 

• 

PIG.  3.     CHART  SHOWING  HOW  PLANNING  BALANCED  A  FLUCTUA- 
TION IN  SALES  DEMAND  TO  A  MORE  UNIFORM  PRODUCTION 

duction,  and  yet  successfully  satisfied  demand.  Natur- 
ally, certain  articles  were  under-  or  over-estimated 
and  caused  little  embarrassments  and  minor  upsets, 
but  the  resulting  good,  as  a  whole,  was  beyond  meas- 
ure. 

To  forestall  the  only  possible  objection,  it  must  be 
admitted  that  the  average  amount  of  stock  was  in- 
creased, and  hence  the  average  turnover  was  de- 
creased. Nevertheless,  the  interest  in  this  increased 
investment  was  offset  overwhelmingly  by  the  in- 
creased operating  economy  resulting  from  more  uni- 
form production. 

So  far  as  possible,  the  attempt  should  be  made  to 


stabilize  manufacture,  and  to  supply  demand  without 
literally  following  it  in  production.  This  is  the  es- 
sence of  economy  in  production  and  of  simplicity  in 
planning,  and  too  much  attention  cannot  be  given  to 
such  analysis  and  study  if  the  best  results  are  de- 
sired. 

Variety  of  Demand.— By  variety  of  demand  is 
meant  the  number  of  different  articles,  items,  or  prod- 
ucts that  constitute  a  given  manufacture.  The  ex- 
tent of  variety  may  be  appreciated  in  view  of  the 
fact  that  an  individual  manufacture  may  range  from 
the  production  of  a  single  article,  to  the  production 
of  several  thousand  different  items  or  varieties. 
Naturally,  this  condition  bears  heavily  on  planning, 
and  is  another  governing  factor  in  the  design  of  the 
machinery  for  controlling  production. 

In  order  to  determine  the  effect  of  variety  on  the 
problem  of  production  it  is  necessary  to  learn  every 
item  made  or  represented  as  being  made.  This  is  not 
always  an  easy  undertaking,  for  it  is  rarely  that  a 
manufacturer  in  a  business  of  wide  diversity  realizes 
the  number  of  items  he  produces.  The  catalogue  of 
^uch  a  company  is  an  excellent  source  of  information 
as  to  the  extent  and  character  of  the  product,  and  can 
well  be  studied  not  only  for  the  purpose  of  determin- 
ing variety,  but  also  for  the  sake  of  gaining  the  gen- 
eral knowledge  of  the  manufacture  which  it  reveals. 

If  the  processes  on  the  various  items  are  distinct 
for  each,  there  is  little  chance  to  simplify  the  pro- 
duction. Often,  however,  the  product  is  an  assembly 
proposition,  and  identical  parts  contribute  to  differ- 
ent finished  articles.    Whenever  this  is  the  case,  it  is 


48 


PLANNING  AND  TIME  STUDY 


DEMAND 


■^iH^H 

STOCK 

YEAR 

'  i-ftTiuAim  - 

==— 

Number 
Amount  Forv 

Artlel*    - 
ard«d 





1 

1 













' 

Tn*al 

Maximrm 

_j___^. 



, 

FIG.   4.      PART-ACCUMULATION   CARD 

desirable  to  establish  such  uniformity  by  means  of  a 
part-accumulation  card.  To  illustrate  the  use  and 
purpose  of  such  a  card  there  is  shown  in  Figure  4  a 
card  developed  in  connection  with  a  planning  system 
in  a  plant  making  table-ware,  such  as  chafing  dishes, 
percolators,  and  so  on. 

Identical  parts  were  often  used  on  several  differ- 
ent articles  and  very  frequently  supplied  a  whole 
series  in  which  the  only  difference  in  the  items  was 
in  point  of  size.  The  card  was  used  for  every  part 
and  shows  the  finished  items,  using  the  part  with  the 
quantities  estimated  to  be  sold  in  the  ensuing  quar- 
ters. This  card  furnished  a  basis  of  stocking  parts  as 
a  minimum  reserve,  and  thus  to  supply  the  assembly 
of  over  five  hundred  items  in  this  particular  line.  It 
proved  successful  in  its  purpose.    Similar  cards  em- 


49 


r%  A  p^ 

•r*    i&  ■■- 

%*— V#        ^^     M 

PABT  Mn 

DATE 

NAME  or  PART 

MATKRIAL 

PART  DRAWING  No. 

USED  ON 

PROORESSIve  NO. 

SUPERSEDED  BY 

CLASS 

TYM 

Size 

AStCM.  ORWO. 

START 

STOP 

PART  NO. 

ORAWINO 

^"' 

• 



>.«**••*••••  . 

FIG.  5.  PART  INDEX  CARD 


r^ 

iar\i  1 

ea   iKir- 

NCTV       r^    A 

r-»r^      < 

nROliP    Kir.                                                            1 

v^rvvyur"   ti^LJcy\.  \^^\r\UJ 

DATE- 

NAME  OF  GROUP 

MATERIAL 

USED  ON 

PROGRESSIVE   NO 

SUPCRSEDCD  BY 

CLASS              1                TYPE 

size 

1  ASSCM.  ORWO 

START 

STOP 

enoup  NO.  lAstem.  Oraw'o 

~ 

— 

.- 

FIG.  6.  GROUP  INDEX  CARD 


50 


PLANNING  AND  TIME  STUDY 


DEMAND 


51 


SS  '• 


ployed  in  another  manufacture  are  shown  in  Figures 
5  and  6.  They  may  possibly  be  of  interest,  and  may 
make  possible  better  selection  in  certain  cases. 

The  variety  of  items  in  a  manufacture  may  im- 
pose  very  difficult  adjustments  on  production,  if  it  is 
desired  to  keep  the  volume  uniform  and  to  prevent 
undue  turnover  of  labor.  It  is  not  usually  possible  to 
concentrate  on  one  item  of  a  line  and  produce  it  in 
quantities,  but  it  is  usually  necessary  to  preserve  a 
balance  of  all  items  in  production,  with  the  object  of 
utilizing  all  equipment  and  maintaining  the  balance 
of  labor. 

In  the  table-ware  manufacture,  just  referred  to,  spe- 
cial equipment  was  provided  for  each  of  the  many 
series  in  the  line,  and  to  operate  economically,  it  was 
necessary  to  use  the  entire  equipment  on  small  runs 
of  all  articles,  rather  than  to  produce  large  quanti- 
ties of  a  few  articles. 

In  knit-underwear  manufacture,  in  which  there  is  a 
large  variety  of  styles,  the  seaming  and  finishing 
operations  vary  greatly.  In  order  to  produce  uni- 
formly, and  to  keep  a  supply  of  competent  finishers 
for  each  operation,  it  is  imperative  to  send  to  the 
seaming  and  finishing  departments  an  assortment  of 
**cut  dozens"  ])alanced  to  the  hands.  The  operatives 
in  this  industry  become  specialists  in  certain  oper- 
ations and  even  in  making  certain  garments,  and  re- 
fuse to  interchange  on  other  operations. 

The  instances  stated  have  been  presented  in  order 
to  show  the  strong  influence  of  variety  on  the  design 
of  the  machinery  of  planning.  Because  of  this  in- 
fluence no  attempt  at  planning  should  be  made  with- 


out sufficient  knowledge  of  the  effect  of  variety  on 
the  system  to  be  developed. 

Danger  in  too  Great  Variety.— There  is  another 
important  point  in  connection  with  variety  which  is 
not  strictly  a  matter  of  planning,  but  which  has  more 
to  do  with  the  manufacturing  policy.  Nevertheless, 
it  would  seem  insufficient  to  conclude  the  discussion 
of  the  effect  of  variety  without  mentioning  it,  even 
though  it  is  somewhat  outside  the  function  of  plan- 
ning. 

This  point  is,  that  variety  is  often  too  great  to  be 
profitable.  Manufacturers  in  striving  for  volume 
have  frequently  lost  sight  of  the  main  point  of  great- 
est profit,  and  have  enticed  trade  by  means  of  novel- 
ties, side  lines,  or  specialties,  in  order  to  increase 
their  business.  This  procedure  has  brought  severe 
trial  on  production,  and  frequently  has  resulted  in 
less  aggregate  profit  than  a  smaller  volume  of  less 
extent  would  have  brought.  Often,  too,  manufac- 
turers are  ignorant  of  the  margins  on  individual 
items  and  consequently  carry  on  business,  unknow- 
ingly, at  a  loss. 

The  remedy  for  this  is  an  exact  costing  of  the  line.* 
This  particular  difficulty  is  beyond  the  effective  reach 
of  planning  and  is  mentioned  only  because  it  is  a  fre- 
quent experience  and  because,  where  production 
means  loss,  planning  or  any  other  effort  seems  futile. 
In  making  this  comment  I  except,  of  course,  those 
occasional  instances  in  which  loss  on  an  item  must 
necessarily  be  accepted  as  a  matter  of  trade  policy, 

Xfn«*  ^^®  "Industrial  Cost  Finding,"  by  N.  T.  Ficker.  Vol.    5,  Factory 
Aianagement  Course. 


52 


PLANNING  AND  TIME  STUDY 


in  order  to  secure  the  profit  on  other  parts  of  the 

line. 

Delivery  Requirement. — Service  is  success.  There  is 
little  doubt  that  in  the  evolution  of  business  the  time 
has  come  when  satisfaction  is  virtually  the  com- 
modity sold,  and  when  no  manufacturer  will  long  en- 
dure who  refuses  to  take  this  point  of  view. 

Service  is  not  only  a  matter  of  price  and  quality — 
it  is  often  more  a  matter  of  delivery  and  of  meeting 
the  public's  needs  promptly.  There  are  many  com- 
panies today  who  receive  excess  prices  for  immediate 
delivery  of  articles  which  could  be  supplied  by  their 
competitors  if  the  latter  only  had  the  ability  to  serve 

their  customers. 

A  garment  manufacturer  told  me  recently  that  be- 
cause of  a  newly  devised  planning  system  which  con- 
trolled deliveries,  he  was  able  to  charge  two  dollars 
more  per  dozen  for  his  product  than  formerly.  A  cer- 
tain button  manufacturer  has  secured  first  reputation 
in  the  trade  because,  as  a  result  of  successful  plan- 
ning, 90  per  cent  of  his  orders  are  shipped  the  same 
day  they  are  received.  So,  in  connection  with  the 
question  of  delivery,  the  planning  system  encounters 
its  real  point  of  control  and  the  reason  therefor. 

It  is  necessary  to  analyze  the  delivery  requirements 
of  the  trade,  to  balance  them  against  the  capacity, 
and  so  to  develop  if  possible  the  means  of  satisfying 
the  demand  represented.  It  is  not  always  possible  to 
schedule  demand  broadly  in  this  manner,  but  it  is 
always  necessary  to  produce  goods  in  the  order  in 
which  they  are  required— in  other  words,  to  recog- 
nize service  as  the  guide  to  production. 


DEMAND 


53 


The  demand  of  the  trade  for  delivery  cannot  be 
taken  too  literally.  Buyers  are  human,  and  therefore 
naturally  seek  to  supply  their  own  necessities.  The 
requirements  that  they  state  on  an  order  may  actu- 
ally represent  their  needs,  or  they  may  represent  a 
liberal  allowance  both  for  later  changes  in  the  order 
and  for  the  possible  failure  of  the  dealer.  It  is  highly 
important  to  discriminate  in  the  trade  and  to  recog- 
nize from  experience  those  customers  who  state  their 
needs  honestly  and  conservatively,  as  well  as  to  real- 
ize who  are  allowing  liberal  margins  of  safety. 

Demand  and  Plant  Capacity. — ^In  a  textile  plant  in 
which  I  was  once  engaged,  the  standing  instruction 
had  been  to  produce  according  to  customer's  require- 
ments. No  analysis  had  ever  been  made  of  what  de- 
mand this  instruction  put  upon  the  production  de- 
partment, and  the  sales  department  was  finding  con- 
tinuous fault  with  the  shortcomings  of  production. 
One  of  the  first  moves  made  was  to  reduce  the  de- 
mand by  dates  of  delivery  required  and  apply  it 
against  the  equipment. 

To  the  surprise  of  the  management,  it  was  found 
that  on  every  group  of  finishing  machines  there  was 
about  two  months'  w^ork  ahead  at  straight  running, 
and  yet  the  delivery  requirements  analyzed  to  time 
showed  that  70  to  100  per  cent  of  the  unfilled  orders 
called  for  delivery  within  tw^o  weeks.  In  a  word,  the 
production  department  had  been  trying  to  accomplish 
a  physical  impossibility,  and  inevitably  had  to  dis- 
appoint the  trade. 

To  remedy  this  condition,  the  capacity  was  de- 
termined for  each  machine  group  and  the  orders  were 


54 


PLANNING  AND  TIME  STUDY 


DEMAND 


55 


I 


applied  against  this  capacity.  This  application,  or 
scheduling,  was  done,  not  by  dates  of  delivery  re- 
quirements, since  it  was  seen  that  it  was  impossible 
to  adhere  to  them,  but  by  order  number,  or  date  of 
their  receipt.  The  demand  was  thus  spread  over  the 
weeks  ahead,  and  wherever  it  developed  that  a  cus- 
tomr  could  not  be  satisfied  on  delivery,  he  was  noti- 
fied, informed  concerning  the  reason,  his  place  on 
the  schedule,  and  the  expected  date  of  the  delivery  of 
his  order. 

The  same  method  was  used  in  a  certain  garment 
manufacture,  in  which  a  schedule  was  developed,  not 
according  to  machine  capacity  alone,  but  according 
to  the  general  capacity,  in  dozens,  of  the  mill  in  terms 
of  the  assortment  of  styles  manufactured,  shown  as 
follows: 


MONTH— JANUARY 

Kind 

Ladies' 
Union  Suits 

Men's 
Union  Suits 

Boys' 
Union  Suits 

Capacity 

in 
Dozens 

3000 

3000 

2000 

Order  No. 

120 

48 

120 

48 
36 

240 

120 

24 

120 

4620 
4621 
4622 

As  orders  were  received,  they  were  applied 
against  this  schedule.  When  the  month's  capacity 
was  consumed,  the  orders  were  applied  on  the  next 


month's  capacity  until  the  year's  capacity  was  ac- 
counted for.  The  chief  precaution  in  using  such  a 
schedule  is  to  develop  the  capacity  accurately  not 
only  in  quantity,  but  in  proportion  over  the  line. 

Dealing  with  Orders  Individually.— It  is  not  al- 
ways necessary  or  possible,  however,  to  analyze  the 
demand  in  this  manner.  Frequently,  the  demand  is 
of  such  character  that  a  broad  schedule  would  be 
useless,  and  then  each  order  has  to  be  treated  separ- 
ately. This  is  the  case  in  a  manufacture  of  wide 
diversity,  in  which  the  product  is  not  uniform  in  the 
processes  or  in  the  equipment  requirements.  More- 
over, in  such  a  manufacture  an  order  for  one  article, 
received  today,  may  not  be  shipped  for  a  month, 
whereas  an  order  received  a  month  later  for  some 
other  article  might  be  filled,  and  the  article  shipped, 
within  two  days. 

Often  it  is  necessary  to  produce  on  specific  promises 
to  customers.  I  have  known  cases  in  which  25  to  50 
per  cent  of  the  production  was  done  on  the  basis  of 
promised  delivery  or  definite  date  of  completion. 

This  is  a  troublesome  form  of  production;  it  is 
usually  the  result  of  faulty  control  or  lack  of  plan- 
ning; but  in  any  business,  orders  do  occasionally  oc- 
cur which  require  exact  promise  of  delivery,  and  such 
promises  must  be  kept. 

In  a  rope  company,  an  order  for  tow  ropes  would 
be  received  for  delivery  to  a  steamer  scheduled  for  a 
definite  sailing.  These  ropes  carry  marked  strands; 
they  are  not  stock  products,  and  have  to  be  made  up 
specially.  Naturally,  it  is  imperative  to  ship  in  time 
to  make  the  steamer.    Shipping  a  day  late  would  be 


56 


PLANNING  AND  TIME  STUDY 


DEMAND 


57 


-J 
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like  the  mistake  of  tlie  nurse  in  her  examination, 
who  said  that  15  grains  was  the  required  dose  of 
morphine,  and  then  corrected  her  answer.  The  ex- 
aminer replied  that  it  was  too  late,  the  patient  was 
dead. 

While  all  promises  of  delivery  are  not  of  such  a 
critical  nature,  nevertheless  they  are  imortant  con- 
siderations, and  provision  must  be  made  in  a  plan- 
ning system  to  carry  them  out.  The  main  object  in 
planning  is  to  find  out  what  can  be  done,  to  discover 
any  failure  to  fill  orders  promptly  and  satisfactorily, 
and  to  ascertain  and  obviate  the  cause  of  such  fail- 
ures. To  this  end,  orders  must  be  analyzed,  and  filed 
so  as  to  come  up  automatically  for  attention.  As 
regards  the  filing,  they  must  be  arranged  according 
to  some  mechanical  system  that  will  make  it  unneces- 
sary for  any  individual  to  rely  on  his  memory  in 
locating  them. 

Amount  or  Quantity. — The  size  of  the  sales  order, 
and  the  number  of  sales  orders  which  the  production 
department  is  called  upon  to  handle  and  provide  for, 
are  also  leading  factors  in  the  consideration  which 
nuist  precede  decision  on  the  form  of  control  adapted 
to  any  given  manufacture. 

The  size  of  the  order  determines  the  flexibility  of 
production.  It  is  the  unit  of  turnover,  and  is  of  the 
same  importance  to  manufacture  as  the  question  of 
ti'ain-load  is  to  transportation.  The  size  of  the  order 
defines  the  cycle  of  manufacture,  and  in  a  line  of 
mmierous  items  is  a  point  vital  to  the  success  of 
operation. 

The  number  of  sales  orders  is  impoi-tant  because 


58 


PLANNING  AND  TIME  STUDY 


DEMAND 


59 


MOTOR  SPRING  ORDER 


orrcc 


SHOP  Office 


rORGC  DEPT 


nntNC  DCPT. 


fINISHING  OCPT. 


SHOP  SHIPPING 


PAT.   No. 


SPItINC  SCAT 


FINISH 


onop 


LONG  END 


SHORT  CNO 


REAM   EVCS       REAM   BUSH 


10«G 

TiOf 


BLOCKING  I     LOAD 


tOWi 
tHB 


SNoai 
—UUL 


LOW 

"wSit 
I  "9 


HCIGHT 


O      • 


orcH 


mSPCCTION 


COST 


ACCOUNTINO 


STAMPINO 


PACC  eves 


122- 


SPECIAL 


SPECIAL  TEST 


ROUGH 


riNtSHED 


LOAOEO  SHAPES 


TRAfflC 


STOCKKUKR 


TIMC  DCPT. 


OUAN 


MATENIAL 


OOWtLS 


•IZt 


U 


a'' 


»u*i  shano 


WEIGHT 


10 


11 


12 


13 


IS 


16 


CUTTING 
LENGTH 


PLATE    DIAonAM 


SPRINGS 


MODEL 


WIDTH 


DOWELS 


CLIPS 


CLIPS 


BUSHINGS 

BUSHIHCS 


CLIP  BOLTS 


CLIP  RIVETS 


CLIP  RIVETS 


CIMIIMKIS 


STfll  lUWIIC 


CLAMPS 


BANDS 


AMOUMT 


DATE  DEUVERED  TO  SHOP  COMPLETE. 


PUNCH   SHORT   PLATE        ISCROLL   fORM      „»  <jc 


STOCKKEEPER 


t 


-J  l^ 


tllW 

OPEN 


nnr 

Nil 


EYES 


■ONCtNO  SHORT  END 


GRADING 


SPECIAL  SALES  INSTRUCTIONS. 


SHIPPING  AND  BILLING  INSTRUCTIONS 


CHARGE  TO. 

ADDRESS 

SHIP  TO 

ADDRESS 

VIA 


CONTRACT  No e    P  No 

CUSTOMER'S  ORDER  No 

REfERENCE DATE  . 


.PRICE. 


WHEN  WANTED - 
TERMS 


.FOB. 


DATE  OF  OUR  ORDER  . — 

not  "~  f    ORDER  No. 


FIG.  9.     SPECIFICATION  AND  ORDER  SHEET  USED  IN  AN 
AUTOMOBILE  SPRING   CO. 


it  determines  the  relative  amount  of  detail  which 
the  planning  department  must  provide  for.  Obvious- 
ly, a  manufacture  which  is  engaged  on  not  over  one 
order  a  year — and  there  are  a  few  of  this  type — is 
simple  in  detail  compared  to  one  which  is  called  upon 
to  produce  over  100,000  orders  per  year. 

Again,  in  regard  to  the  question  of  size  or  amount 
of  an  order,  it  should  be  the  attempt  of  the  planning 
department  to  group  orders  and  produce  in  uniform 
quantities,  rather  than  to  permit  the  sales  orders  to 
govern  the  size  of  the  manufacturing  order  unit.  This 
is  most  easily  done  by  manufacturiing  to  stock,  mak- , 
ing  shipments  from  stock,  and  accumulating  sales 
orders  so  as  to  actuate  replacing  stock  orders  of  uni- 
form size.  It  is  not  an  easy  thing  to  decide  upon  the 
best  size  of  a  production  order,  and  yet  something  of 
the  kind  must  be  done  if  the  best  results  are  to  be 
obtained.  A  very  helpful  basis  of  determining  the 
size  of  the  order  is  to  express  the  quantity  in  terms 
of  so  many  days'  supply.  Of  course,  the  desirable 
number  of  days'  supply  depends  on  the  length  of 
time  actually  required  to  produce. 

Time  of  Processing^.— In  some  manufactures,  the 
minimum  time  interval  for  the  physical  processing  or 
manufacturing, — assuming  no  interruptions — is  one 
day;  but  this  time  runs  as  high  as  six  months  or  a' 
year  in  a  curing  process,  such  as  leather-tanning,  or 
even  higher  in  the  case  of  aging,  as  in  the  prepar- 
ation of  wines,  liquors  or  tobacco.  Naturally,  the 
length  of  time  required  to  process  limits  the  size  of 
the  production  order,  but  the  exact  extent  of  such 
limitation  is  hard  to  establish. 


60 


PLANNING  AND  TIME  STUDY 


DEMAND 


61 


II 


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For  some  time,  this  matter  has  been  considered,  and 
yet  no  rule  has  been  developed  which  will  permit  of 
universal  application.  The  readiest  working  guide  in 
such  a  selection  is  to  have  the  time  required  to  pro- 
duce the  desirable  order  quantity  not  over  half  of  the 
time  in  which  it  is  expected  the  minimum  reserve  will 
supply  the  sales  demand.  For  instance,  if  the  mini- 
mum reserve  is  set  at  a  figure  which  it  is  expected 
will  supply  the  demand  for  30  days,  the  replacing 
order  should  be  no  larger  than  can  be  produced  in 
fifteen  days  of  manufacturing  time. 

As  an  actual  example,  the  minimum  on  a  certain 
article  in  a  line  was  set  at  a  40  days'  supply,  or  at 
400.  The  time  to  manufacture,  or  the  turnover  of 
production,  was  about  20  days  for  300,  so  the  de- 
sirable order  unit  was  set  at  300,  or  a  size  requiring 
about  half  the  days'  supply. 

After  the  desirable  order  units  in  a  given  manu- 
facture have  been  established  for  every  item,  it  is 
well  to  reduce  these  quantities  to  the  time  which  they 
represent  against  the  equipment  necessary  to  produce 
them.  If,  when  this  has  been  done,  the  total  time 
of  all  such  orders  applied  against  the  equipment  is, 
in  the  aggregate,  less  than  the  number  of  days  repre- 
sented by  the  minimum  reserve,  it  is  safe  to  proceed. 

*'Setting:-up,"  or  ''Changing,"  Time. — Another  im- 
portant factor  in  the  size  of  the  production-order 
imit,  is  the  matter  of  the  ** setting-up"  or  ** changing" 
time  involved.  The  preparation  of  a  machine  for  a 
nm  varies  from  only  a  few  minutes  to  several  hours, 
according  to  the  nature  of  the  machine.  Now,  ma- 
chines are  expensive  and  especially  so  when  idle  and 


62 


PLANNING  AND  TIME  STUDY 


DEMAND 


63 


non-producing,  as  in  setting-up  or  changing.  Machine 
rates  run  from  60  cents  to  $6  and  $7  an  hour,  and 
more;  and  in  a  consideration  of  the  length  of  run, 
both  the  time  required  to  set  up,  or  change,  and  the 
cost  per  machine  hour  must  also  be  taken  into  ac- 
count. 

Frequently  it  is  possible  to  average  the  orders  of 
the  past  few  years  and  establish  a  workable,  desir- 
able order  unit  in  that  manner.  This  was  done  very 
successfully  in  a  plant  producing  over  600  different 
items  of  many  different  component  parts.  In  deter- 
mining what  would  make  a  desirable  order  unit  for  a 
given  item,  the  manager  insisted  on  5000  or  6000,  and 
so  on,  which  were  quantities  representing  almost  a 
year's  supply. 

True,  from  the  viewpoint  of  best  economy  of  any 
one  item,  that  was  the  desirable  order  unit,  but  in 
connection  with  the  600  other  items,  it  was  prohibi- 
tive. Upon  analysis  of  the  records  of  the  past,  it  was 
found  that  these  order  quantities  had  been  ranging 
in  a  haphazard  way  from  200  up  to  2000,  but  that  a 
very  fair  and  working  average  was  500.  The  whole 
line  was  thus  analyzed,  and  desirable  order  units 
were  determined  for  every  item.  This  procedure 
meant  uniform  flow  of  work,  equal  turnover,  and  a 
standardization  of  conditions  which  permitted  easier 
control. 

So  in  the  designing  of  a  planning  system,  it  is 
necessary  to  consider  carefully  the  matter  of  the 
number  of  sales  orders  handled,  for  this  is  a  direct 
measure  of  the  amount  of  detail  required.  It  is  also 
necessary  to  determine  the  size  of  the  order,  to  accu- 


64 


PLANNING  AND  TIME  STUDY 


DEMAND 


65 


i 


mulate  sales  orders  whenever  possible,  and  to  apply 
against  stock,  in  order  that  production  may  be  carried 
on  in  fairly  equal  cycles  of  a  size  adjusted  to  the  time 
required  for  processing  and  also  the  economy  of 
operation. 

Specifications. — The  specifications  of  an  article  or 
product  define  the  entire  manufacture.  The  specifi- 
cations not  only  show  what  is  wanted  in  the  way  of 
size,  finish,  and  kind  of  article,  but  they  also  show 
the  raw  material  required  to  produce  it,  and  indicate 
the  various  processes  necessary  to  convert  the  raw 
material  into  the  finished  product.  The  specifications 
constitute  a  standard  and  yet,  despite  this  fact,  there 
are  plants  which  manufacture  without  such  a  formal 
record  of  the  product  they  are  handling. 

I  have  known  many  companies  in  which  the  article 
produced  was  made  from  plans  that  existed  mainly 
in  the  memory  of  some  boss  foreman  or  superintend- 
ent. The  product  might  be  shown  in  fragmentary 
form  on  rough  shop  prints,  but  no  complete  details 
of  the  parts,  material,  and  so  on,  was  on  record.  The 
following  is  a  typical  case  of  this  kind.  In  one  plant, 
specifications  were  shown  on  a  large  shop  ticket, 
which  served  as  a  production  order  as  well.  This 
ticket  accompanied  the  work  and,  if  not  ruined  be- 
fore, usually  reached  the  place  of  the  last  operation 
so  smudged  and  defaced  as  to  be  illegible.  When  the 
work  of  reducing  this  line  to  formal  specification 
was  started,  the  old  shop  tickets  were  practically  use- 
less, and  it  was  necessary  to  measure  and  draft  every 
article  in  the  line  again.  The  main  objection  to  such 
methods,  however,  is  that  there  is  liability  that  costly 


66 


PLANNING  AND  TIME  STUDY 


DEMAND 


67 


s 

2 

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MACHINE  SPECIFICATIONS 

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errors  may  be  made,  on  account  of  the  illegible  record 
which  passes  through  the  shop  as  instructions. 

Specification  Sheets.— Since  such  a  condition  is  of 
frequent  occurrence,  and  since  the  information,  even 
if  collected,  is  often  not  in  the  form  to  be  used  to 
best  advantage,  I  have  shown  in  connection  with  this 
chapter  some  specification  sheets   which  have   been 
used   successfully,   and   which   are   representative   of 
standard  practice.     (See  Figures  7  to  15,  inclusive.) 
These  sheets,  it  will  be  observed,  give  in  the  first 
place  a  complete  physical  description  of  the  article 
to  be  produced.     They  show  the  various  composing 
parts  or  accessories  which  are  indicated  by  numbers. 
They  show  any  sub-  or  semi-assemblies   which   are 
used  in  the  product,  and  they  show  the  kind  and  size 
of  the  raw  material  from  which   either  the   entire 
article  or  its  parts  is  made. 

Specification  sheets  of  ihis  character  are  frequently 
termed  Bills  of  Material,  and  serve,  as  will  be  seen 
m  the  following  chapter,  as  the  basis  for  the  pur- 
chase follow-up  and  stocking  of  material.  Specifica- 
tion sheets  do  not  always  remain  on  file  as  standard 
records.  They  are  often  duplicated,  and  copies  are 
used  as  manufacturing  orders,  as  may  be  seen  in  the 
case  of  several  illustrating  this  chapter. 

There  is  no  difficulty  in  preparing  specifications  of 
an  article  but,  owing  to  the  very  general  lack  of 
information,  the  job  of  bringing  an  entire  line  of 
manufacture  to  complete  specification  sheets,  or  bills 
ot  material,  is  laborious  and  exacting.  Whoever  is 
appointed  to  the  work  should  be  familiar  with  the 
iine;  but  even  if  such  a  man  is  in  charge,  it  is  neces- 


68 


PLANNING  AND  TIME  STUDY 


DEMAND 


69 


SPECIFICATION  SHEET 

KNITWEAR  CO. 

STYLE 
DESCRIPTION                                                           SIZE 

PART  NO. 

PART  WAME 

MATERIAL 

QUAN. 
PER  DOZ. 

Body 

Sleeves 

Gusset 

Cuffs 

Collarette 

Shoulder  Straps 

Stay 

Buttons 

Braid 

Lace 

Ribbon 

FIG.    15.      SPECIFICATION   SHEET   USED   IN   KNITWEAR   COMPANY 

sary  to  make  a  physical  inventory  of  the  product  in 
order  to  secure  complete  information. 

There  is  nothing  confusing  in  the  principle  of  the 
specification  sheet— the  chief  difficulty  is  in  the 
amount  of  detail  and  the  necessity  of  accuracy  and 


completeness.  Specification  sheets  are  prerequisites 
to  planning,  and  must  be  provided  as  the  basis  of 
planning  operation. 

Recapitulation.— In  this  chapter  I  have  discussed 
demand  from  the  point  of  view  of: 

Fluctuation 

Variety 

Delivery  Requirement 

Amount  or  Quantity 

Specifications 

T  have  endeavored  to  indicate  the  scope  of  the  field 
for  each,  and  to  illustrate  by  specific  cases  the  method 
of  approach  and  the  elements  of  decision,  so  as  to 
furnish  a  guide  for  the  solution— from  the  aspect  of 
demand— of  any  problem  of  planning  which  may  be 
encountered.  In  the  next  chapter,  I  shall  treat  of 
material  and  of  the  consideration  which  must  be 
given  it  as  one  of  the  elements  in  the  design  of  a 
planning  system. 


CHAPTER  IV 
MATEEIAL  AS  AN  ELEMENT  OF  PLANNING 

Determimng  Kind  and  Quantity. — Raw  material  is 
the  fabric  of  manufacture,  and  the  estimate  of  re- 
quirements with  respect  to  it,  and  the  provision  of  a 
timely  and  sufficient  supply  of  it,  are  considerations 
which  make  material  one  of  the  important  elements 
in  the  planning  of  production. 

Raw  material  as  the  substance  of  manufacture  is 
usually  the  biggest  factor  in  prime  cost,  running  as 
high  as  85  per  cent  in  the  rubber  tire  industry,  as  an 
instance.  Although  there  are  businesses  where  this 
is  not  the  case,  generally  it  is  so;  consequently,  the 
judgment  displayed  in  its  purchase  and  the  nicety 
and  timeliness  with  which  it  is  provided,  have  big 
effects  on  profit  and  also  on  the  problem  of  planning. 

Since  raw  material  is  the  **sine  qua  non"  of  manu- 
facture, the  first  consideration  with  regard  to  it  is 
the  determination  of  the  kind  and  quantity  required. 
Naturally  this  varies  widely  with  the  character  of  the 
business,  but  essentially  the  principles  of  handling 
it  are  the  same. 

The  amount  of  raw  material  required  is  determined 
by  a  study  o^  the  demand  and  the  resolution  of  the 
demand  or  sales  in  terms  of  finished  product  to  terms 
of  raw  material.    The  specification  sheet  or  bill  of  ma- 

70 


MATERIAL  71 

terial,  as  discussed  in  the  preceding  chapter,  is  the 
source  of  information  for  this  work.  This  specification 
sheet  shows  the  kind  and  quantity  of  all  materials 
entering  into  each  article  or  product,  and  it  is  only 
necessary  to  extend  this  information  by  the  total  quan- 
tities represented  by  the  demand. 

Material  Estimate.— As  illustrative  of  this  descrip- 
tion, the  following  detail  is  given  concerning  the  esti- 


nrvRiPTinM 

MATERIAL  RECORD 

M^ 

UNIT                     ..      . 

MINIMUM 

SIZE. 

Quatity  Uced      1914 

1915                                   1916 

1917 

CUSTOMER 

MODEL 

SPEC. 

UnH 
Quantity 

Number 
Spring* - 

TOTAL 

REMARKS 

FIG.  16.     MATERIAL  ESTIMATE  FORM 

mate  of  material  requirements  in  the  plant  of  a  manu- 
facturer  of  an  automobile  accessory. 

A  material  estimate  form  was  used,  as  shown  in 
Figure  16,  and  one  such  form  was  prepared  for  every 
specification  or  kind  of  article  showing  the  amount 
of  each  kind  of  material  used  in  the  manufacture  of 
the  article.  To  this  information  was  added  the  esti- 
mate of  the  business  expected  in  the  coming  year,  and 
the  unit  quantities  were  multiplied  by  this  quantity 
to  determine  the  amount  of  material  required  for  the 
year's  business  on  that  particular  article. 

This  same  procedure  was  executed  with  every  in- 


72 


PLANNING  AND  TIME  STUDY 


MATERIAL 


73 


1 


dividual  speeification  made,  and  then  the  require- 
ments were  accumulated  by  the  various  kinds  and 
sizes  of  material  which  happened  to  be  standard  or 
common  to  more  than  one.  In  this  manner  the  total 
requirements  for  every  kind  and  size  of  material  and 
for  parts  were  determined. 

This  estimate  was  made  on  the  basis  of  the  year's 
business,  but  often  it  is  necessary  to  confine  such  an 
estimate  to  the  sales  of  a  quarter-year,  or  even  of  a 
month,  in  which  case  the  only  change  is  in  the  quan- 
tity of  expected  sales  and  the  greater  frequency  with 
which  the  work  is  done. 

Estimating  by  Analysis  of  Orders.— In  another 
manufacture  the  estimate  of  material  requirements 
was  made  by  means  of  a  sorting  or  mechanical 
method,  rather  than  the  arduous  listing  and  relisting 
necessitated  by  the  operation  just  described.  In  this 
plant  the  sales  were  known  in  advance  for  the  year, 
so  shortcuts  and  greater  exactitude  were  made  pos- 
sible in  the  work  of  estimating  material. 

The  orders  were  first  transcribed  on  an  order  sheet 
and  every  item  by  size  appeared  on  that  order.  The 
next  step  was  the  itemization  of  each  order  by  means 
of  the  fanfold  attachment  to  the  Underwood  type- 
writer. The  form  used.  Figure  17,  was  made  in  dupli- 
cate by  use  of  the  attachment  just  mentioned,  which 
enabled  the  making  of  copies  without  the  necessity 
of  changing  carbons. 

One  copy  was  filed  by  style  and  size  of  garment, 
and  thus  accumulated  automatically  the  total  pro- 
duction requirements  of  each  garment.  The  second 
copy  was  used  to  determine  the  requirements  of  the 


r   .        r\0 

n^R  ANALYSIS 

ORDER  ANALYSIS 

ORDER  No.                                                                                         STYLE 

SIZE 
QUAN. 

KIND                                AMOUNT 

YARN 

CLOTH 

BUTTONS 

FACING 

EDGING 

FIG.  17.     FORM  USED  ON  FANFOLD  ATTACHMENT  TO  UNDERWOOD 

TYPEWRITER 

various  materials   going  into   the   manufacture,   and 
was  used  as  follows: 

The  second  copy  was  first  sorted  by  the  kind  of 
yarn  used,  and  totals  were  thus  accumulated  of  the 
twenty  odd  kinds  and  sizes.  This  information  was 
used  as  the  basis  of  the  yarn  contract,  both  as  to 
aggregate  and  proportion  in  the  sizes. 

The  same  copy  was  then  re-sorted  by  kind  of 
cloth,  and  the  total  of  each  kind  of  cloth  was  ac- 
cumulated and  applied  against  the  knitting  ma- 
chines. 

The  copy  was  then  again  sorted  in  the  same  man- 
ner for  each  of  the  various  parts,  such  as  laces, 


74 


PLANNING  AND  TIME  STUDY 


To  Purch«^^)g  Committee : 


REQ.  No. 

PURCHASE  REQUISITION  date i». 


Please  provide  the  following  item> 


For- 


«nd,  upon  receipt,  kindly  notify. 


tlTATS  ran  WH4T  UMO 


QUANTITY 

AUTMonnKO 


DCSCRIPTION 


(•e  MOT  swcirr  Me««  tmam  o«m  rimo  o#  mmruuiU.t 


OATK    j  QVANTirv 


CHAROK  <^. 


SIGNEO- 


PURCHAaC 
ORDCN  No. 


TCMMS 


AMT.  OM  HAND 


AMT.  OM  OaOCM 


o-m  TiAM-a  mamtimMMtm, 


AVCKAa*  micd 


AOOrrce  AS  STAMBAHa 


tWM«  0»  rfW    WITH    WHOM   OAOC*   M*«  VCSN    H^CS*) 


>  LAST  oatoca  PtAcao- 

WITH 


•UBSTITUTION  . 


I  *      *      *      *   •   T   •   •  10  II  12  13  14  IS  I*  17  IS  n  20  21  22  21  24  25  2S  27  2S  2> 


no.  18.     PURCHASE  REQUISITION 
(See  page  86) 

edgings,  buttons,  stays,  and  facings,  and  in  this 
manner  the  total  requirements  of  each  were  deter- 
mined. 

This  mechanical  sorting  greatly  simplified  the  work 
of  determining  the  material  requirements.  Generally, 
however,  the  listing  method  as  described  in  the  first 
case  is  the  one  used,  usually  in  the  manner  described 
in  the  particular  manufacture  cited. 

Frequently  it  is  possible  to  summarize  the  bills  of 
material  and  to  deduce  from  them  the  requirements 
as  to  material.  Eeference  to  Figure  11,  page  62,  will 
show  such  a  bill. 

The  Two  Basic  Purchasing  Methods. — The  raw  ma- 
terial required  for  production  is  determined  in  the 
aggregate  in  the  manner  described  in  the  foregoing. 


MATERIAL 


76 


PURCHASE  REQUISITION 

New  Tools  & 
Machinery 

Facto/y  Equipment 

1         Packing  Supplies 

Tools  &  Machinery 
Reps.  &  Renewals 

Manufacturing 
Material         -^ 

1            Experimental 

Building 
Reps.  &  Renewals 

Manufacturing 
Supplies 

1            Misc.  Supplies 

1  Heat,  Light  Power 

12  Stores     ^b" 

20  Kilns 

1   27  Storage  MIdg 

2  Office,  Scr 

13  Trucking 

21  Mill 

28  Scr  Packing 

5  Office,  G  B 

14  Auto 

22  Screen  Mill 

29  G  B  Mill 

Office,  General 

15  Sheradizing 

30  Smoothing 

31  C  T  Set  Up 

6  Advertising 

1    16  Plating 

23  Door  Mill 

32  G  B  Set  Up 

7  Printing 

17  Tinning 

24  W  S  Paint 

33  G  B  Paint 

8  Machine  Shop 

18  Metal  Screen 

25  M  S  Paint 

34  G  B  Packing 

9.  General  factory 

19  Lumber 

26  Wiring 

35  C  Table  Pkg 

INDICATE  ACCOUNT 

*ND  DEPARTMENT  BY  CHECKING.  (SEPARATE  SHEET  FOR  EACH  ACCOUNTI 

Knr»^»n 

Approved 

FIG.  19.     PURCHASE  REQUISITION 
(See  page  86) 

The  next  point  for  consideration  is  which  of  the  two 
basic  purchasing  methods  to  adopt — the  specification 
basis  or  the  minimum  basis. 

On  the  specification  basis,  the  total  requirements 
are  determined  and  then  an  order  or  contract  is 
placed,  usually  with  a  schedule  of  a  stated  specifica- 
tions of  delivery.  This  schedule  operates  in  parallel 
with  the  production  and  is  intended  to  meet  the  re- 
quirements of  the  production. 

On  the  minimum  basis,  a  quantity  is  established, 
either  for  a  month,  quarter  or  for  the  year,  which 
represents   the  reserve  of  material   which  is   to   be 


76 


PLANNING  AND  TIME  STUDY 


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77 


RECEIVING  RECORD 


Received  From 


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riG.  21.   RECEIVING  RECORD  (PAGE  89) 


Descriptinn 

i 

Date 
Ordcrad 

Qty. 

Dftte 
Rcc'd 

FROM 

Price 

Toms 

P.O.  a 

FIG.  22.   PRICE  RECORD  (PAGE  89) 


78 


PLANNING  AND  TIME  STUDY 


MATERIAL 


79 


PURCHASE  RECORD 

ARTICLE 

DESCRIPTION 

DM 

(MhN*. 

noM 

QimWIiO*— i 

»— MH  >»•< 

PMn 

TtaM 

r.aa 

r.*t 

MVOKX 
DMa        IMAat 

QUANTITY  USED  PER  YEAR                                                         | 

MoaHi 

I^MUtaluLWlS 

tmrx. 

)W.I*I1I>|B.I*I4 

otrr. 

Jaa.  I*I4  to  Iml  1*IS 

DEfT. 
J^  I*tSla|M.UI« 

D«fT. 
JM.  I*I«I»|W.I*IT 

ocrr. 

bK  I*ITt*lM.l*U 

JAN. 

FEB. 

MARCH 

APRIL 

MAY 

JUNE 

ULY 

ADC. 

SEPT. 

OCT. 

NOV. 

DEC. 

Total 

' 

REMARKS 

FIG.  23.     PURCHASE  RECORD   (FRONT  AND  REVERSE) 

(See  page  89) 

drawn  on  for  production.  Whenever  the  withdrawals 
from  stock  brings  the  supply  of  stock  below  this 
quantity,  a  purchase  order  is  placed  of  a  size  designed 
to  make  up  the  shortage  and  provide  against  its 
repetition. 


The  minimum  quantity  is  set  at  a  figure  which  is 
estimated  to  meet  the  demand  of  production  until  the 
replacing  order  quantity  can  be  filled.  This  quantity 
is  a  function  of  the  time  needed  for  actual  transit 
or  delivery,  as  well  as  the  time  required  for  the 
dealer  to  produce.  It  is  a  quantity  which  must  vary 
with  trade  conditions,  and  unless  adjusted  to  these 
variations  it  is  apt  to  impair  seriously  the  working 
of  the  method  of  which  it  is  a  part. 

As  illustrative  of  this  possibility,  the  condition  in 
the  material  markets  during  1916  and  1917  might  be 
recalled.  The  demand  for  raw  material  was  never 
greater.  Every  mill  or  producer  of  a  basic  com- 
modity was  backordered  for  a  big  proportion  of  its 
capacity,  with  the  result  that  deliveries  were  de- 
layed and  promises  of  service  were  almost  abandoned. 
This  caused  havoc  with  such  manufacturers  who  did 
not  foresee  the  condition  and  provide  accordingly.  In 
fact,  it  may  well  be  said  that  the  year  1917  saw  the 
strategv  and  policy  of  the  purchasinc:  department  of 
all  manufacturers  rise  to  a  point  of  high  importance, 
probably  second  only  to  the  handling  of  a  short  labor 
market.  And  in  the  case  of  the  minimum  method, 
unless  the  quantities  held  in  reserve  were  extended 
to  cover  the  increased  time  of  delivery — and  usually 
this  meant  doubling  at  least— the  available  supply 
was  cut  to  a  point  which  reduced  if  not  actually 
stopped  production. 

The  minimum  and  specification  methods  have  their 
respective  values,  but  the  minimum  basis  is  probably 
in  wider  use  than  that  of  the  specification.  There  are 
various  conditions  which  would  influence  the  selec- 


80 


PLANNING  AND  TIME  STUDY 


MATERIAL 


81 


I, 


■a 


t 


I 


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tion  of  either  method  for  a  given  ease  and  it  is  hard 
to  stipulate  which  is  better  without  knowledge  of  the 
details  of  the  particular  case.  Generally,  however, 
the  more  staple  in  character  a  material  is  the  more 
readily  it  is  handled  on  a  minimum  basis;  but  as  ma- 
terial becomes  a  specialty  or  is  affected  by  other  con- 
siderations, such  as  speculation  market,  the  speci- 
fication basis  becomes  more  convenient  and  satisfac- 
tory. 

Relation  between  Planning  and  Purchasing  De- 
partments,— The  purchase  of  material  in  some  indus- . 
tries  has  the  most  vital  influence  on  profits.  Unwise 
purchasing  may  readily  nullify  the  most  efficient 
operation  and  result  in  loss  in  the  face  of  most  in- 
telligent management  of  production.  This  is  es- 
pecially true  of  the  knitting,  rope  and  cordage,  brass, 
copper,  and  rubber  industries,  where  the  raw  material 
must  be  purchased  in  a  speculative  market.  There 
are  cases  which  are  well  known  to  me  where  judicious 
purchasing  of  raw  material,  such  as  copper  or  hemp, 
in  a  speculative  markiet  by  certain  manufacturers 
resulted  in  profits  greatly  in  excess  of  competitors 
with  plants  of  equal  capacity  and  efficiency  but  whose 
purchasing  was  less  sagacious.* 

The  planning  department,  with  its  detailed  knowl- 
edge of  demand  and  its  estimates  of  future  manu- 
facturing requirements,  can  play  an  important  con- 
sulting role  in  purchasing,  and  in  many  plants  it 
actually  authorizes  purchases.  The  planning  depart- 
ment in  such  cases  specifies  to  the  purchasing  depart- 

*  See  "Purchasinjr  and  Storing,"  by  H.  B.  Twyford.    Vol.  4,  Fac- 
tory Management  Course. 


: 


82 


PLANNING  AND  TIME  STUDY 


MATERIAL 


83 


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PLANNING  AND  TIME  STUDY 


MATERIAL 


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FIG.  29.      RAW  MATERIAL  STORE  CARD 
(See  page  91) 

ment  what  the  requirements  are,  the  purchasing  de- 
partment merely  attending  to  the  mechanics  of  actual 
purchase. 

Speculative  Markets. — It  is  interesting  to  consider 
the  reason  for  speculative  markets  in  raw  material 
and  to  realize  the  terrific  ranges  and  fluctuations  in 
price  which  they  may  present. 

Price  is  largely  a  matter  of  supply  and  demand, 
and  price  fluctuates  directly  with  one  or  the  other  or 
with  both.  In  most  raw  materials  demand  is  the 
variant  and  supply  is  practically  constant;  the  price 
rises  or  falls  accordiing  to  the  extent  of  the  demand. 
But  the  price  of  certain  commodities,  where  the  sup- 
ply also  is  subject  to  variation— such  as  caused  by 
the  risks  of  agriculture  in  cotton,  or  the  manipula- 


86 


PLANNING  AND  TIME  STUDY 


tion  of  production  as  with  copper— fluctuates  both 
with  demand  and  supply,  the  two  combining  to  give 
very  wide  extremes.  Taking  cotton  as  an  instance, 
the  following  data  will  show  the  enormous  range  in 
price  as  well  as  the  fluctuations  in  production: 


Year 

Production 

Income 

Price  per  Bale 

1907 

11,000,000 

Bales 

$613,000,000 

$56 

1909 

10,000,000 

<< 

$688,000,000 

$69 

1911 

11,000,000 

<< 

$809,000,000 

$73 

1913 

14,000,000 

<( 

$885,000,000 

$63 

1914 

16,000,000 

$591,000,000 

$30 

With  such  fluctuations  the  necessity  of  good  specu- 
lative judgment  in  purchasing  and  the  effect  of  poor 
judgment  upon  profits  may  be  apparent. 

Purchase  Methods.— Having  considered  the  method 
of  determining  raw  material  requirements  and  the 
basic  methods  of  purchasing,  as  well  as  the  influences 
of  a  speculative  commodity,  the  discussion  will  now 
turn  to  the  details  of  actual  purchase,  purchase  fol- 
low-up and  receiving,  and  stock  records,  and  so  on. 

Purchasing  is  done  usually  on  the  authority  of  a 
requisition  called  a  **  Purchase  Eequisition, "  and,  as 
representative  of  forms  used  for  such  purpose.  Fig- 
ures 18  and  19  are  presented.    (Pages  74  and  75.) 

The  actual  form  of  purchase  order  takes  infinite 
variations  according  to  the  nature  of  the  business, 
but  the  general  principles  of  purchasing  and  follow- 
up  thereof  may  be  considered  definitely.  They  are 
illustrated  in  Figure  20,  Page  76. 

Sheet  A,  Figure  20,  is  the  purchase  order  form 
sent  to  the  dealer.     The  stub  attached  to  it  is  re- 


MATERIAL 


87 


turned  by  the  dealer  as  acknowledgment  of  receipt, 
with  promise  of  delivery. 

Sheet  D  is  a  tickler  which  is-  filled  out  when  the 
stub  or  coupon  attached  to  Sheet  A  has  been  re- 
turned. The  tickler  is  not  filed  by  date  until  the  re- 
turn of  this  coupon,  hence  tlie  ticklers  awaiting  in- 
formation required  to  file  will  indicate  what  orders 
await  acknowledgment.  The  tickler  is  finally  filed  by 
date  of  expected  delivery  or  several  days  ahead,  and 
this  file  enables  proper  follow  up  on  whatever  cor- 
respondence is  required  to  insure  delivery. 

Sheet  C  is  sent  to  the  receiving  clerk  as  his  copy 
of  the  order  against  which  receipts  are  to  be  credited. 
Sometimes  the  quantities  are  shown  on  this  copy  of 
the  purchase  order  and  sometimes,  as  in  the  form 
shown,  they  are  not.  Practice  varies  considerably  on 
this  point.  Of  course  the  theory  is  that  if  the  quan- 
tities are  shown,  the  receiving  clerk  is  apt  to  assume 
full  delivery  and  neglect  a  count.  This  is  a  point 
upon  which  it  is  difficult  to  decide  and  really  is  a 
matter  of  viewpoint  or  personal  inclination.  I  have 
seen  both  methods  used  to  advantage  in  different 
places  and  hesitate  to  state  a  preference. 

As  Sheet  B  is  returned  from  the  receiving  depart- 
ment, the  quantities  are  posted  on  Sheet  C  in  the 
columns  shown;  and  when  the  invoice  is  received 
covering  completion  of  the  order  this  copy  is  at- 
tached as  evidence  of  receipt  of  goods  and  therefore 
as  warrant  for  payment. 

Sheet  E  is  usually  kept  in  the  purchasing  agent's 
office  and  may  be  used  in  the  form  of  a  manila  folder 
and  file  of  correspondence  bearing  upon  the  order. 


88 


PLANNING  AND  TIME  STUDY 


MATERIAL 


89 


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Value 


Date        _,        Date      ,^.  Date         ,.^^  Qty. 

Ordered     0*»      Rrc'd     Q»»     Dtabuncd     Ot»      On  Hand 


FIG.  31.   BIN  STOCK  TAG  (FRONT  AND  REVERSE) 

(See  page  93) 

Frequently  it  is  desirable  to  use  a  separate  receiv- 
ing record  which  is  transmitted  to  the  purchasing  de- 
partment or  the  material  clerk,  the  receiving  de- 
partment keeping  it's  copy  of  the  purchase  order. 
A  very  acceptable  form  of  receiving  record  is  shown 
in  Figure  21,  Page  77. 

Purchase  Records. — Other  forms  concerned  with  the 
purchase  of  material  are  a  price  or  a  purchase  record 
of  purchases  made  by  articles.  Figure  22,  Page  77, 
is  a  price  record  and  shows  for  any  given  article  the 
prices  paid  on  the  past  orders  and  so  furnishes  a  basis 
for  future  purchases. 

The  same  information,  only  with  some  greater  de- 
tail, is  shown  in  Figure  23,  Page  78.  This  record  shows 
not  only  what  orders  have  been  placed  but  also  is  a 


90 


PLANNING  AND  TIME  STUDY 


o 

BIN  TAG 

ARTini  F 

1 

RECEIVED 

ON  HAND 

DELIVERED 

DATE 

QUANTITY 

QUANTITY 

DATE 

FIG.  32.      BIN  STOCK  TAG 
(See  page  93) 

record  of  receipts  and  on  the  back  summarizes  the 
consumption  of  the  particular  article  by  months  and 
for  past  years.  Such  a  record  is  an  excellent  basis 
for  future  contracts  and  indicates  as  well  either  ex- 
cesses or  economies  in  the  use  of  the  particular  ar- 
ticle shown. 

Another  valuable  purchasing  record  is  illustrated  in 
Figure  24,  Page  80.  This  gives  a  record  of  each  con- 
tract made  and  the  status  of  applications  and  ship- 
ments against  each  contract.  In  a  market  where 
prices  change  rapidly,  it  is  quite  important  to  know 
at  all  times  what  uncompleted  balances  exist  on  out- 
standing contracts  as  well  as  to  keep  dealers  defi- 
nitely informed  as  to  the  state  of  their  obligations. 
The  form  shown  lists  the  requisitions  made,  the 
orders  placed,  and  the  shipments  made,  and  carries 


MATERIAL 


91 


a  running  balance  showing  what  is  still  due  on  the 

contract. 

The  records  and  methods  discussed  in  the  fore- 
going may  not  appear  to  have  an  immediate  con- 
nection with  material  as  an  element  of  planning,  but 
in  reality  they  are  very  important  to  planning,  since 
an  adequate  purchasing  and  follow-up  compose  the 
very  basis  of  planning. 

Recording  the  Movement  of  Material.— The  record 
of  the  movement  and  location  of  material  after  re- 
ceipt, however,  is  peculiarly  a  planning  department 
concern  and  usually  is  in  the  charge  of  a  so-called 
material  clerk  in  the  planning  department.  The 
status  of  material  is  determined  in  the  same  manner 
as  a  bank  determines  the  status  of  moneys  or  de- 
posits—that is,  by  a  series  of  individual  ledger  ac- 
counts. These  ledger  accounts  show  all  material  re- 
ceipts and  withdrawals,  and  hence  the  balance  on 
hand,  which  is  the  essential  information  from  the 
viewpoint  of  planning.  This  information  may  be  ex- 
tended to  show  the  price  or  the  value  of  material 
and  the  applications  made  before  actual  withdrawal. 

Such  stock  records  may  be  kept  on  cards  or  sheets, 
according  to  the  nature  of  the  business  and  the 
tastes  of  the  individual  making  the  installation. 
Cards  predominate  in  practice,  and  as  representa- 
tive of  satisfactory  stock  records  the  various  forms 
in  Figures  25  to  30  inclusive  are  shown.  These 
cards  indicate  various  adaptions  and  in  scope  cover  a 
fairly  wide  range  of  individual  requirements. 

In  further  support  of  the  stock  cards,  it  has  be- 
come very  frequent  and  satisfactory  practice  to  have 


92 


PLANNING  AND  TIME  STUDY 


MATERIAL 


93 


M 

MATERIAL  REQUISITION       ^o. 

CHARGE  CLASSinCATlON                                                   DATE 
DELIVER  TO  DEPARTMENT 

QUANTITY 

WEIGHT 

V 

DESCRIPTION 

SCHEDULE  COST 

ACTJAL  COST 

VALUE  OF  SCRAP  1 

UNIT 
PRICE 

TOTAL 
VALUE 

UNIT 
PRICE 

TOTAL 
VALUE 

'Jb 

TOTAL 

• 

NOTE: 

DO  NOT  USE  THIS  REQUISITION 
FOR  MORE  TVJ«N  '-«■'■  '''  ASSIFICATION 

MATERIAL  ISSUED 

SIGNED 

FIG.   33.      MATERIAL  REQUISITION 


M 


Materials  and  Parts 
Requisition 


No.. 


Quantity. 


Unit  Cost 


Totid  Value 


Factonr 
Order  ^fo. 


To  be  used  for 


Issue  to 

Date 

Signed 


Received  by_ 


FIG.   34.      MATERIALS  AND  PARTS  REQUISITION 


a  local  record  with  the  material,  known  as  a  bin  tag 
(see  Figures  31  and  32,  page  89).     These  tags  show 
all  receipts  and  issue  and  should  agree  with  the  bal-  ^ 
ance  shown  on  the  master  record. 

As  further  check  on  the  records,  it  should  be  the 
duty  of  the  Material  Clerk  to  make  an  actual  count 


Assembly  Requisition 
For  Materials  and  Parts 


Date- 


-W- 


Factory 
Order  No. 


Name  of 
Machine- 


For  Dept. 


Customer 


Symbol  and 
Pattern  No. 


Name  of  Fart 


Quantity 


Price 


Amount 


form  209.     2t-ei2 


These  requisitions  are  not  to  be  used  for  Supplies. 
Si^ed^ 


FIG.    35.      ASSEMBLY   REQUISITION 
(See  page  95) 

of  the  material  on  hand  whenever  a  low  point  is 
reached.  Such  an  inventory  will  verify  his  figures 
and  in  the  course  of  a  year  amount  to  a  physical 
inventory  taken  possibly  several  times.  These  stock 
records  are  used  to  cover  parts,  as  well  as  raw  ma- 
terial, and  also  semi-finished  articles  which  may  be 
temporarily  carried  in  stores. 


94 


PLANNING  AND  TIME  STUDY 


MATERIAL 


95 


Requisitions  from  Stores. — The  routine  of  the  plan- 
ning department  in  handling  an  order  is  first  to  con- 
sult the  stock  records  in  order  to  determine  if  the  ma- 
terial or  parts  required  for  manufacture  or  assembly 
are  available.  If  the  material  is  on  hand  the  work 
then  may  be  definitely  scheduled  against  the  equip- 
ment or,  to  use  the  summary  term,  it  may  be 
** planned."  If  the  work  to  be  done  requires  the  pur- 
chase of  material  or  parts,  proper  requisition  must  be 
made  in  the  purchasing  department  and  the  material 
requisition  issued  by  the  planning  department.  This 
or  parts  purchased,  and  then  followed  up  in  the  man- 
ner described  in  the  first  part  of  this  chapter. 

The  actuating  device  for  removal  from  stores  is  a 


ROUTING  c>  CARD 

OntarNo Date.  ...    _ 

Sjrm.uKlPBtu.N0^_,. Qty.onOrOm^ 

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Style        No.        A.      B 
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• 

FIGS.  36  AND  37.     ROUTING  TAOS 


MOVE  ORDER 


ORDER  No. 

LOT 

QUANTITY 

PART  No. 

MOVE  FROM 

DELIVER  TO 

DEPT.                              MACH. 

DEPT.                             MACH. 

REMARKS 

DATE. 


_TIME 


REC'D. 


FIG.  38.      MOVE  ORDER 


requisition  is  the  preliminary  to  all  other  steps,  and 
is  sent  to  the  stock  room  or  stores  department  as  the 
first  movement  of  production.  Figures  33,  34,  and  35 
are  examples  of  the  form  of  requisitions  used.  By 
the  variation  in  their  design,  suggestions  may  be 
found  for  the  requirements  of  any  particular  circum- 
stances the  reader  may  have  before  him. 

Routing  Material  in  Process.— The  material  or  parts 
in  process  is  frequently  accompanied  by  a  work  tag 
which  shows  the  routing  and  the  description  of  the 
article  or  material,  and  serves  to  identify  the  particu- 
lar lot  which  is  called  for  by  subsequent  move  orders. 
A  satisfactory  form  of  work  or  material  tag  is  shown 

in  Figures  36  and  37. 

The  move  order  is  the  slip  which  advises  that  a  cer- 
tain lot  must  be  moved  to  the  next  operation  or  de- 
partment, and  serves  as  instruction  to  the  trucker  to 
make  such  a  move.    An  illustration  of  a  very  simple 


96 


PLANNING  AND  TIME  STUDY 


MATERIAL 


97 


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SPOILED  OR  DEFECTIVE  GOODS 


Dept. 


No- 


Date- 


-191 


Order  No. 


Part  No. 


No.  Pieces 


Class 


Name  of  Part 


Operttion  M  which 


Cause 


Man's  No. 


Signed 


FOREMAN 


BOTH  COPIES  MUST  BE  SENT  TO  PLANNING  DEPARTMENT  AT  ONCE 


PLANNING  DE PA RTM BNT 


Schedule  Adjusted 


COST  DEPARTMENT 


Replace  Order  Entered 


Labor 


Expense 


Material 


Total 


] 


BIG.  40.      DEFECTIVE  MATERIAL  REPORT 

but  effective  move  order  is  shown  in  Figure  38.  It 
will  be  noted  that  this  card  indicates  the  moves  to  be 
made  from  department  to  department  and  machine  to 
machine  within  the  departments,  and  also  indicates 
the  order  number,  lot  number,  and  quantity,  as  well 
as  part  number,  which  requires  moving.  The  plan- 
ning department  makes  out  the  move  order  and  at  the 
proper  time  issues  it  to  the  material  trucker  who 
moves  the  work  to  the  next  department  for  which  it 
is  scheduled. 

This  describes  the  mechanism  of  material  control 
from  the  viewpoint  of  the  planning  department,  but 
there  are  further  interests  in  material  which  bear 
upon  production  that  the  department  must  consider. 

Defective  Material. — The  element  of  spoilage  or  de- 
fective material  is  an  important  one  to  watch.    In 


98 


PLANNING  AND  TIME  STUDY 


MATERIAL 


99 


order  to  be  properly  informed  thereof  and  to  provide 
needed  replacements  for  every  piece  of  work  spoiled, 
a  report  should  be  made  out  in  form  similar  to  that 
shown  in  Figures  39  and  40. 

These  reports  not  only  show  what  shortages  have 
been  incurred  through  spoilage,  but  they  also  indi- 
cate whether  the  damage  was  caused  by  defective  ma- 
terial or  was  incurred  in  the  processing.  They  serve 
to  actuate  replacing  orders  or,  if  not  handled  in  that 
manner,  they  are  tabulated  to  determine  the  average 
loss  due  to  spoilage.  The  percentage  thus  developed 
is  used  as  a  pro  rata  increase  over  the  apparent  pro- 
duction order,  which  anticipates  such  shortages  as 
occur  through  spoilage,  and  so  on. 

Economic  Use  of  Material. — Another  important 
phase  of  the  planning  department  work  with  respect 
to  material  is  the  examination  of  the  demand  to  de- 
termine what  size  material  gives  the  greatest  econ- 
omy. In  sheet  metal  work  this  is  an  exceedingly  im- 
portant matter,  especially  in  copper  and  brass  manu- 
facture where  the  amount  of  raw  material  is  large. 

The  planning  department  should  decide  the  number 
of  cuts  for  a  given  part  and  from  that  the  proper  size 
of  sheet  to  use.  This  same  point  should  apply  to  bar 
stock,  so  that  the  crop  ends  will  be  reduced  to  a  mini- 
mum and  the  purchases  made  in  multiples  of  the 
lengths  required  and  at  the  greatest  economy.  In  one 
plant  the  crop  ends  which  did  occur  were  rerolled  in 
a  small  mill  to  smaller  sizes  but,  of  course,  greater 
length,  and  then  issued  again. 

In  certain  industries  the  gauge  on  material  con- 
sumption is  of  the  greatest  importance.    In  knitting 


INTENTIONAL  SECOND  EXPOSURE 


98 


PLAiNiNlNG  AiND  TIME  STUDY 


MATERIAL 


99 


I 


i 


iw  I  I'jaiijii 


a 


H 

S 

o 

2 


Eh 


O 

w 

o 

s 

o 


K 


O 


OS   o 
E- 

o 
o 


o 

E-    H 


W 
W 

;^ 

E-« 

a 
o 

(IS 
Oh 


6 


s 

> 

< 


order  to  be  properly  informed  thereof  and  to  provide 
needed  replacements  for  every  piece  of  work  spoiled, 
a  report  should  be  made  out  in  form  similar  to  that 
shown  in  Figures  39  and  40. 

These  reports  not  only  show  what  shortages  have 
l)een  incurred  through  spoilage,  l)ut  they  also  indi- 
cate whether  the  damage  was  caused  by  defective  ma- 
tei'ial  or  was  incurred  in  the  processing.  They  serve 
to  actuate  replacing  orders  or,  if  not  handled  in  that 
manner,  they  are  tabulated  to  determine  the  average 
loss  due  to  spoilage.  The  percentage  thus  developed 
is  used  as  a  pro  rata  increase  over  the  apparent  pro- 
duction order,  Avhich  anticipates  such  shortages  as 
occur  through  spoilage,  and  so  on. 

Economic  Use  of  Material. — Another  important 
])luise  of  the  planning  department  work  with  respect 
to  material  is  the  examination  of  the  demand  to  de- 
termine what  size  material  gives  the  greatest  econ- 
omy. Tn  sheet  metal  work  this  is  an  exceedingly  im- 
portant matter,  especially  in  copper  and  brass  manu- 
facture where  the  amount  of  raw  material  is  large. 

The  planning  department  should  decide  the  number 
of  cuts  for  a  given  part  and  from  that  the  proper  size 
of  sheet  to  use.  This  same  point  should  apply  to  bar 
stock,  so  that  the  crop  ends  will  be  reduced  to  a  mini- 
mum and  the  purchases  made  in  multiples  of  the 
lengths  required  and  at  the  greatest  economy.  In  one 
plant  the  crop  ends  which  did  occur  were  rerolled  in 
a  small  mill  to  smaller  sizes  but,  of  course,  greater 
leno:th,  and  then  issued  again. 

In  certain  industries  the  gauge  on  material  con- 
sumption is  of  the  greatest  importance.    In  knitting 


100 


PLANNING  AND  TIME  STUDY 


mills,  for  instance,  especially  extreme  care  must  be 
exercised  not  to  run  too  heavy  or  too  light  cloth — that 
is,  not  to  consume  too  much  yarn  per  unit  of  cloth 
length  or  not  to  consume  enough.  It  has  not  been 
easy  to  secure  such  a  control  of  material  consumption 
because  of  the  character  of  the  knitting  operation. 
The  rolls  of  cloth  run  to  odd  lengths  and  the  only 
check  on  yarn  consumption  has  been  to  ** perch"  or 
measure  every  yard  and  then  weigh  and  determine 

the  unit  weight. 

In  the  Avalon  Knitwear  Company,  manufacturers 
of  knit  underwear,  the  control  of  yarn  entering  the 
cloth  is  obtained  by  the  ingenious  device  shown  in 
Figure  41.  This  device  consists  essentially  of  a 
counter,  but  its  attachment— a  matter  of  considerable 
inventiveness — gave  the  chief  difficulty  and  is  the 
reason  for  the  success  of  the  device  and  its  display  in 
this  volume. 

The  device  measures  rolls  of  equal  length.  If  the 
yarn  is  running  right,  naturally  the  rolls  of  the  same 
cloth  should  be  standard,  so  the  weighing  of  the  rolls 
as  they  come  off  th€  machines  effects  a  check  on  the 
character  of  the  cloth.  As  the  company  is  particu- 
larly careful  to  maintain  a  garment  of  uniform 
weight,  it  has  been  possible  by  means  of  this  pro- 
cedure to  insure  standard  cloth  and  hence  a  standard 
weight  product. 

Recapitulation. — This  chapter  has  considered  ma- 
terial as  an  element  of  planning  in  every  important 
detail  from  the  first  estimates  of  requirements  to  the 
purchase  and  purchase  follow-up  and  final  disposition. 
It  has  discussed  the  matter  of  adequate  stock  records 


MATERIAL 


101 


and  the  operation  of  these  records  by  means  of  requisi- 
tions, etc.  It  has  explained  the  method  of  moving 
material  or  parts  in  process  through  the  agency  of 
the  planning  department.  And  it  has  concluded  by 
indicating  the  wide  possibilities  for  economies  in  the 
purchase  and  use  of  material,  which  are  within  the 
reach  and  authority  of  the  planning  department. 


CHAPTER  V 
EQUIPMENT  AS  AN  ELEMENT  OF  PLANNING 

Machinery  and  Production.— The  physical  work 
represented  by  the  vast  production  of  industry  today 
would  be  thousands  of  times  beyond  the  capacity  of 
the  world's  population,  if  attempted  without  the  tre- 
mendous mechanical  aid  of  machinery.  The  advance 
from  the  rudimentary  tool  to  the  modern  highly  effi- 
cient automatic  machine  has  multiplied  production  im- 
measurably, and  has  contributed  in  a  wonderful  de- 
gree to  the  comfort  and  wealth  of  the  age.  The  result 
has  been  that  manufacture  has  become  essentially  a 
machine  process  until  now  the  machine  is  the  real  in- 
strument of  production. 

The  capacity  for  production,  then,  is  a  matter  of 
machine  equipment,  and  hence,  since  planning  is  es- 
sentially the  manipulation  of  this  capacity  to  meet 
demand,  a  detailed  knowledge  of  equipment  is  the 
basic  necessity  for  its  operation.  This  capacity  is 
often  measured  in  approximate  units  of  production, 
as  represented  by  the  *' barrel  a  day"  output  in  the 
cement  manufacture,  the  dozens  of  garments  in  the 
clothing  industry,  and  various  other  arbitrary  weight 
or  volume  standards,  such  as  the  ton,  pound,  bushel. 

Frequently  the  capacity  is  indicated  by  certain 
units  of  equipment— such  as  the  spinning  spindle  in 

102 


EQUIPMENT 

103 

EQUIPMENT  INVENTOKY 

DescriptioD                                                                                                                        Machine  Ha 

Maker                                                                                                                       Locatioa 

Size                                                                 Quality 

Purchase  Price 

^*«  Motor  Na                                                                                                                Freight 

losullation 
Purchased  from                                                                                                                       Appurtenance 
Date  of  Purchase                                                                                                              Total  Coet 

• 

I>E»rrHfI»TtON                                                                                                                           ■] 

Yaw 

Amount 

Y««. 

Ymt 

V.M- 

Atneunt 

Yaw 

Ymt 

PLANT  INVENTORY  AND  DEPRECIATION 

S«TI 

0«PT                 NAM«  or  UNIT                                                                                                                         " 

NUMBER 

CSTIMATCO  Lire 

rrrt  nr 

DESCRIPTION  WITH  PARTICULARS  OF  FITTINGS 

. 

— 

MAKCII'S  MAMK 

FROM  WHOM  rURCMA^CO 

D*T(  rUKHAUD 

BATE  imtAiia 

oKiaiNAt,  covr 

INSTALLATION  COST 

» 

TOTAL  COST 

FIG.  42.     EQUIPMENT  INVENTORY  RECORD    (fRONT  AND  REVERSE) 

the  textile  industry — but  this  is  at  best  only  approxi- 
mate, as  illustrated  by  the  textile  industry,  for  the 
spindle  production  of  yarn  of  one  size  over  that  of 
another  in  certain  textiles  may  vary  as  much  as  300 
per  cent.  So  such  designations  of  capacity,  while  suf- 
ficient for  a  general  rating  of  output,  are  almost 
vaUieless  for  the  purpose  of  the  close  control  of  pro- 
duction within  that  capacity  which  is  required  for 
planning. 

Inventory  of  Equipment.— For  effective  planning,  it 
is  necessary  to  know  in  fine  detail  the  composition  of 


104 


PLANNING  AND  TIME  STUDY 


1 

• 

INVCMTOnT 

ifMCMiNC  nccone 

ff« 

_ 

PUROMAMD    FKOM 

D«Tt 

L"*OAT»C'^ 

OOMWTION 

0*TI     t 

MtOHlPTIOn 

II                      PuiiOH*«EO  fmom                       1 

= 

AMOUNT 

ij 

^ 

li 

1 

1 

— I. 

1 

I — }■ 

1 

i- 

i- 

1 

1 

1 
-4 

1 

1 — 

" 

1 \^^- 

-^\ 

REPAIRS    ANC 

>    MAINTENANC 

;6    CHA 

RGCS 

OCT 

MOV. 

oco. 

Tor*L 

ANNUAL 
OCPRCOIATlOn 

UM 
IHT 

i 

IMI 

>.•* 

IMt 
>M1 
>Mi 
IMt 
>M< 
1M 
UM 
>M| 
IMI 
IH* 
UM 
IHI 
IMt 
IMt 



— 





— -  - 



- 









; 

FIG.    43.      INVENTORY   MACHINE  RECORD    ( FRONT   AND   REVERSE) 


EQUIPMENT 


105 


this  capacity,  and  to  have  the  various  machines  item- 
ized and  measured  by  a  complete  and  exhaustive  in- 
ventory and  rating.  The  process  for  such  an  inven- 
tory is  similar  to  that  required  for  an  appraisal — in 
fact,  the  records  of  an  appraisal  are  usually  in  such  a 
form  that  they  may  serve  this  purpose. 

The  inventory  should  show  by  departments  every 
piece  of  equipment,  with  a  complete  description  of  its 


■ATI  ftcracc; 

OtSCRIFtlON 

INVOICE 

FREIGHT 

EXTRAS 

PULLEYS 

MAKER 

BELTING 

BOUGHT  Of 

SETTING   UP 

INVOICE  Noi                                     INV.  DATE 

DATE  INST 

COST  OWGS 

LOCATION 

COST  PATTERNS 

MATERIALS 

SHOPPING  ORDER  No.                   SER.  No. 

labor" 

DATE 

OVERHEAD 

TOTAL 

•. 

DATE 

Dumt> 

CIATION 

..tSCK  VMVt 

1 

FIG.    44.      EQUIPMENT    INVENTORY    RECORD 
(3  X  5-inch  card.     Reverse  is  shown  at  right) 

type,  condition,  capacity,  and  location.  This  informa- 
tion should  be  placed  on  record  in  some  such  form  as 
that  shown  on  the  cards  in  Figures  42,  43,  and  44. 
On  the  card  each  piece  of  equipment  is  entered,  and 
described  in  full  detail;  the  history  of  its  subsequent 
repairs  or  movements  is  also  kept.  The  card  may  also 
be  used  to  show  the  pro  rata  depreciation  for  the  in- 
dividual machine,  as  shown  in  Figure  44.  The  total 
of  the  depreciation  thus  shown  should  balance  with 
the  ** Reserve  for  Depreciation"  account  in  the  ledger. 
In  much  the  same  manner,  the  total  value  of  the 
equipment  itemized  on  the  cards  should  check  with 
the  various  equipment  or  machinery  accounts  in  the 


106 


PLANNING  AND  TIME  STUDY 


F>attern 

Record    Card 

RACK 

Tieit 

SHCLF 

^ATTCRN    NUML     . 

• 

OeSCRiPTION 


WeiOMT  OF   CASTINO. 
MOUUOINO      TIME 


NUMBER    OF    FUASKS. 


NO.  C'SrO'S  IN  FLASK. 


RATTERN 


DATE    MADB„ 
CONDITION^.. 


NUMBER  OF  RIECES- 


NUMBCR   OF  CORE  BOXES. 


KG.  45.   PATTERN  RECORD  CARD 


PATTERN  RECORD  CARD 

PATTERN  NO. 

NAME 

'• r» 

RAWING  1 
>ATe 

MO 

MADE  BY c 

TTPt 

WOOD  OM  MCTAL 

MO.  OP  LOOMI  mtCKS 

* 

NO.  or  com  aoxca 

RKcaivco  rmot* 

■  Ul        INO 

rLOOM 

• 

•  CCTIOM 

RACK 

•  HII^ 

DIVISION 

OUT  TO 

OATI 

IN 

OUT  TO 

OATB 

IN 

OUT  TO 

OATC 

IN 

1 

• 

FIG.  46.  PATTERN  RECORD  CARD 


EQUIPMENT 


107 


JIG  RECORD  CARD 

JIG  NO.  .. 

TYPE 

OPER'N  NO. 

NAM^OP  PART 

PART  NO 

MATERIAL 

STORAOE  LOCATION 

DCPT.  arona 

• 

HACit 

aMCLP 

oiviaioN 

OUT  TO 

OATB 

IN 

OUT  TO 

DATE 

IN 

OUT  TO        1 

OATS 

IN 

>•>••>•  •••  •  •  • . 

—r 

-■- : 





■ 

..  ...••>**r- 

._. 

■■^ 

^~ 

^ 

^^^ 

FIG.    47.      JIG   RECORD    CARD 

ledger.  The  next  step  in  carrying  out  the  inventory 
of  equipment,  is  to  complete  a  list  of  all  accessories 
used  in  conjunction  with  the  equipment  or  required 
for  hand  operatives.  By  accessories  is  meant  such 
items  as  jigs,  fixtures,  dies,  patterns,  flasks,  bobbins, 
and  small  tools  such  as  reamers,  drills  and  cutters. 
This  list  of  accessories  should  be  recorded  in  a  suit- 
able file,  arranged  conveniently  for  reference.  As  ex- 
amples of  forms  used  for  this  purpose,  I  have  shown, 
in  Figures  45,  46,  and  47,  cards  used  for  pattern 
records  and  for  jig  and  fixture  records. 

The  pattern  card  shows  the  location  of  the  pattern 
in  the  storage  racks,  and  gives  a  history  of  the  move- 
ment of.  the  pattern  to  and  from  the  foundry.  It  also 
indicates  the  core  boxes  used,  and  the  date  of  the 
making  of  the  pattern,  its  condition,  and  so  on.  The 
jig  record  fills  the  same  purpose  with  regard  to  jigs, 


108 


PLANNING  AND  TIME  STUDY 


EQUIPMENT 


109 


and  is  an  extremely  helpful  file  of  information  for 
reference. 

All  the  records  describing  the  machine  cards,  as 
well  as  the  pattern  records  and  the  jig  and  fixture 
files,  are  simply  part  of  Jhe  general  program  which 
must  precede  the  actual  planning,  and  which  brings 
to  card-index  form  all  information  regarding  the 
quantity  of  equipment  and  its  accessories. 

Balance  of  Equipment.— In  addition  to  the  mat- 
ter of  inventory,  there  are  other  considerations  with 
regard  to  equipment  which  must  be  taken  up  as  steps 
preliminary  to  planning,  such  as  the  balance  of  equip- 
ment, its  arrangement,  and  its  capacity  or  rating, 
each  of  which  will  be  discussed  successively  in  this 
chapter. 

By  *' balance  of  equipment"  is  meant  the  maint^ 
nance  of  an  equal  capacity  in  all  operations,  in  order 
that  production  may  not  be  congested  but  flow  uni- 
formly.    The  **neck  of  the  bottle"  is  the  restricted 
part,  and  determines  the  rate  of  flow;  and  in  produc- 
tion parlance,  the  *'neck  of  the  bottle"  means  any 
point   in  the  processing   where  equipment   is   inade- 
quate—or where  the  rate  of  production  is  less  than 
that  of  the  operations  which  either  precede  or  follow. 
Since  this  neck  governs  the  production,  it  is  necessary 
to  examine  the  equipment  ahd  measure  it  against  the 
required  production  to  determine  the  possible  exis- 
tence of  a  congested  condition  in  the  particular  plant 
for  which  the  planning  design  is  intended.    This  con- 
dition is  more  prevalent  than  is  supposed,  and  it  is  so 

frequently  encountered— even  if  in  a  minor  degree 

that  it  may  be  said  to  be  general. 


The  method  of  ascertaining  the  condition  of  equip- 
ment as  regards  its  ''balance  of  capacity"  is  not  diffi- 
cult.   It  may  be  described  as  follows: 

The  line  of  manufacture  must  first  be  analyzed  to 
each  of  the  operations  required  to  convert  the  raw 
material  into  the  finished  product,  as  will  be  described 
in  greater  detail  later  in  the  chapter.  After  the 
operations  are  so  listed,  the  estimate  of  demand,  as 
described  in  Chapter  III,  is  taken,  and  the  quantities 
to  be  produced  are  represented  against  the  operations. 
It  is  necessary  to  determine  the  standard  or  unit  time 
for  each  operation  in  the  manner  discussed  in  a  later 
chapter  on  **Time  Standards."  The  quantities  to  be 
produced  appearing  against  each  operation  are  then 
extended  by  the  unit  time,  which  gives  as  a  result  an 
aggregate  of  time  required  on  each  operation  of  the 
entire  production. 

These  times  should  then  be  summed  up,  and  if  uni- 
form production  is  to  be  maintained  the  total  time 
shown  for  each  operation  or  combined  against  each 
type  of  equipment  must  be  in  equal  balance.  If  the 
times  so  developed  are  not  in  balance,  additional 
equipment  or  improved  methods  of  operation  to  in- 
crease production,  will  be  required  for  those  places 
which  are  shown  to  be  out  of  balance. 

''Balance"  in  a  Textile  Plant.— The  matter  of  bal- 
ance is  more  vital  in  connection  with  profits  than 
flight  appear  at  first  examination.  As  a  case  in  point 
illustrating  the  really  crippling  character  of  the  con- 
dition and  its  effect  on  costs,  I  give  the  following  de- 
tails in  connection  with  a  textile  plant. 

The  processes  in  this  plant  were  the  customary  ones 


110 


PLANNING  AND  TIME  STUDY 


EQUIPMENT 


111 


of  yarn  preparation  and  of  spinning,  and  the  ultimate 
combination  of  yarns  in  the  finished  product.  Stand- 
ard times  were  developed  for  each  operation,  and  it 
was  observed  that  the  finishing  departments  had  ca- 
pacity considerably  in  excess  of  the  spinning  depart- 
ment which  was  also  exceeded  by  the  preparing  de- 
partment. 

Part  of  the  excess  capacity  in  finishing  could  be  at- 
tributed to  the  variety  of  demand  which  required 
certain  equipment  for  its  production  when  it  came 
but  which  was  not  sustained  in  volume  sufficiently  to 
keep  the  equipment  busy.  Most  of  the  excess,  how- 
ever, was  due  to  the  fact  that  the  spinning  produc- 
tion was  below  the  normal  finishing  capacity. 

It  might  seem  that  such  a  condition  would  be  im- 
mediately apparent  to  any  management  and  would  be 
remedied  in  some  manner,  but  such  was  not  the  case. 
To  outward  appearances,  the  finishing  department 
was  everlastingly  busy,  and  the  true  condition  was 
only  developed  by  careful  study  and  the  analysis  of 
the  entire  spinning  production  to  time  demand 
against  the  finishing  equipment,  when  the  rating  of 
the  equipment  showed  this  to  be  considerably  under 
finishing  capacity. 

As  a  remedy,  in  this  case,  a  premium  system  of 
wage  payment  was  introduced  in  the  spinning  room 
with  the  purpose  of  increasing  production  and  so 
making  more  yarn  available  for  the  greater  capacity 
of  the  finishing  departments. 

Changing  Conditions  Affect  Balance. — This  balance 
of  equipment  is  a  condition  that  may  be  upset  after 
its  first  establishment  by  subsequent  changes  in  de- 


mand or  in  the  material  market.  It  should  be  the 
constant  concern  of  the  planning  department  to  ex- 
amine the  effect  of  such  changes  and  to  adjust  the 
capacity  according  to  the  extent  of  the  changes  when 
necessary. 

As  an  example  of  this  change  in  conditions  I  cite 
here  the  case  of  a  knitwear  plant  which  recently  came 
to  my  attention,  in  which  the  balance  of  equipment 
had  been  well  maintained  for  years.  Certain  of  the 
cloth  used  was  of  a  tan  color  known  as  Balbriggan, 
and  was  knitted  from  a  dyed  yarn.  It  happened  that 
the  dislocation  of  the  dye  industry  by  the  war  had 
made  it  inexpedient  to  purchase  this  yarn,  and  cloth 
made  from  white  yarn  was  dyed  for  the  same  purpose. 
Just  what  extra  load  this  put  on  the  bleaching  and 
dyeing  department  unfortunately  was  not  considered, 
with  the  result  that  this  department  fell  behind  in 
production  10  to  15  per  cent  and  was,  to  that  extent, 
out  of  balance  with  the  knitting  department  and  the 
finishing  departments. 

An  examination  of  the  conditions  in  the  bleaching 
and  dyeing  department  revealed  many  causes.  Not 
all  of  them  were  connected  with  equipment — some  were 
matters  of  organization.  The  human  factor  in  the 
case  was  arranged  for,  and  the  actual  lack  in  capacity 
was  then  confined  to  the  extractors  used  for  *' dry- 
ing.'* Arrangement  for  greater  capacity  was  made  at 
that  point,  and  the  production  of  the  department  was 
carefully  scheduled  until  the  volume  gradually  in- 
creased and  finally  proceeded  at  a  rate  equal  to  that 
of  the  other  departments. 

I  mention  these  specific  cases  because  I  believe  that 


112 


PLANNING  AND  TIME  STUDY 


EQUIPMENT 


113 


ill' 


they  will  bring  home  vividly  the  importance  of  the 
balance  of  equipment — or  capacity — in  its  bearing  on 
production.  As  has  been  seen,  lack  of  balance  is  not 
always  due  to  actual  deficiency  in  machinery,  but  may 
be  attributable  as  well  to  incompetent  foremen,  the 
inertia  of  operatives,  or  faulty  operation  of  existing 
equipment. 

But  whatever  the  cause,  the  effect  is  serious,  and 
planning  would  become  a  blind  and  futile  effort  if 
proper  balance  were  not  secured  for  the  flow  of  pro- 
duction coming  under  its  control.  It  is  therefore  a 
necessary  part  of  the  preliminary  work  of  planning  to 
ascertain  the  condition  of  equipment  as  regards  its 
balance,  and  to  arrange,  whenever  necessary,  for  mak- 
ing equal  the  capacity  of  the  various  parts  of  that 
equipment. 

Arrangement  of  Equipment. — The  next  important 
matter  in  regard  to  equipment,  is  its  arrangement — 
probably  no  other  factor  has  so  much  to  do  with  the 
fullest  use  of  the  investment  in  equipment.  There  are 
essentially  two  mai*n  plans  according  to  which  equip- 
ment may  be  arranged  in  order  to  meet  productive 
requirements,  altlifough  in  many  plants  the  plans  will 
be  found  at  times  to  have  been  merged.  The  two  es- 
sential arrangements  might  be  called: 

Production- reenter  Arrangement 
Unit  Arrangement 

The  production-center  arrangement  calls  for  the  cen- 
tering of  machines  of  the  same  type  and  capacity  in 
separate  departments  or  locations.  It  means  the 
massing  of  similar  equipment  at  definite  stations,  with 


the  object  of  concentrating  the  productive  capacity 
in  order  to  meet  the  operating  requirements  of  de- 
mand with  the  minimum  of  machine  inactivity  and 
the  greatest  output  per  machine  unit.  By  this  method, 
the  demand  on  production  is  combined  and  routed  to 
meet  the  fixed  basis  of  the  machine  layout. 

The  principle  of  the  unit  arrangement  is  diametric- 
ally opposite  to  that  of  the  production  center  plan. 
It  provides  definite  channels  for  complete  processing 
whereby  the  machines  are  located  in  succession  for 
the  sequence  of  operations,  and  these  channels,  or 
units,  govern  distinct  currents  of  production.  That 
is,  the  demand  is  not  merged  or  interchanged  over 
the  equipment,  but  is  divided  into  currents  that  flow 
separately  through  the  several  units,  in  each  of  which 
production  proceeds  uninterruptedly. 

Choosing:  the  Right  Method  of  Arrangement.— The 
two  methods  are  markedly  distinct,  and  the  selection 
of  either  one  or  the  other  must  be  made  for  a  given  set 
of  manufacturing  conditions  if  the  best  success  is  de- 
sired. It  is  of  course  equally  essential,  with  respect 
to  the  .form  that  the  planning  system  shall  take,  to 
examine  a  particular  manufacture  and  determine  its 
method  of  operation  along  these  lines,  for  the  ar- 
rangement of  equipment  has  an  important  influence 
on  the  design  of  the  system. 

It  frequently  is  the  experience  of  consultants  on 
planning  methods  to  find  that  a  company  will  have 
made  disposition  of  its  equipment  according  to  that 
one  of  these  two  possible  arrangements  which  is  the 
niore  poorly  adapted  to  its  needs.  At  such  times,  it 
l>ecomes  the  function  of  the  consultant  to  determine 


114 


PLANNING  AND  TIME  STUDY 


whether  or  not  the  general  conditions  of  age,  obso- 
lence,  and  interruption  to  production,  justify  chang- 
ing to  the  other  and  more  profitable  method  As  ex- 
amples of  such  experiences,  I  give  the  following  two 
cases,  which  possibly  may  bring  home  the  importance 
and  value  of  the  point  under  discussion. 

A  textile  machinery  plant  producing  a  line  of 
looms,  draw  frames,  and  spinning  frames  had  ar- 
ranged its  equipment  on  the  unit  principle.  There 
were  departments  which  were  utilized  for  certain 
definite  items  in  the  line,  such  as  the  looms,  the  draw 
frames,  and  so  on,  and  which  were  used  for  no  others. 
The  equipment  provided  was  ample  for  the  maximum 
demand  imposed  by  both  the  volume  and  the  variety 
of  the  work. 

But  the  actual  processing,  or  operation,  of  these  dif- 
ferent items  in  the  line  which  was  accomplished  by 
these  units,  was  similar  to  the  point  of  identity.  For 
instance,  there  were  drilling  and  tapping  of  cast  if  on 
parts,  turning  of  cold  rolled  steel,  and  shaping  and 
milling  of  soft  steel,  and  so  on,  in  each  of  the  units. 
The  result  of  the  arrangement  was  a  heavy .  invest- 
ment in  equipment  with  a  low  ratio  of  activity.  Eec- 
ommendation  for  a  drastic  change — i.e.,  to  the  produc- 
tion-center arrangement — was  made,  but  the  manage- 
ment in  this  case,  while  admitting  the  economies  of 
the  argument,  were  not  disposed  to  make  the  change. 
This  cautious  decision  was  in  a  sense  justified  by 
them  on  the  ground,  not  of  the  expense  of  rearrange- 
ment, but  of  the  disruption  to  their  organization  and 
the  consequent  need  for  an  entire  readjustment.  Un- 
doubtedly, if  the  same  managers  had  Just  been  start- 


EQUIPMENT 


115 


BEFORE 


FURNACES 


nji 


n  n  n  n  ifinnn 


DODDODDO 


CAMBERIN& 


CAMBERING 


STORAGE 
SPACE 


ANNEAL 
ING 

OVENS 


ASSEMBLY 
TABLES 


an 

an 

an 


]i 


]= 


EXPERIMENTAL 
UNIT 


Sketch  Showing  Original  Layout  of  Equipment 
(Not  to  Scale) 

Al-TEK 

1— 1</) 

V) 

1          II         1 

X 

1 — ,w                                1   - 

ASSEMBLY 
TABLE 

D^         EYE 
z    MACHINE 

1 

ANNEAL- 
ING 

r    l"l       1 

L_l=  1 1                            1          ■  1  1           1 

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D 

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p  D                  c=,^ 

n 

J    1 1    UNIT 

3  1    -- 

No.  3 

3 

Sketch  Showing  Revised  Layout  on  Unit  Principle 

(Not  to  Sole) 


FIG.    48.      SKETCH   SHOWING    REVISION    OF   PRODUCTION    CENTER 
ARRANGEMENET  QF  EQUIPMENT  TO  UNIT  ARRANGEMENT 

OF  E9UTPMENT 


116 


PLANNING  AND  TIME  STUDY 


ing  their  project,  they  would  have  adopted  the  pro- 
duction-center principle. 

In  direct  contrast  to  this  instance,  I  wish  to  cite 
the  striking  case  of  the  progressive  manufacturer  of 
an  automobile  accessory.  This  plant  had  been  grow- 
ing at  almost  incredible  speed  for  several  years,  and 
he  doubled  its  production  annually.  It  had  started 
with  the  production-center  arrangement  and,  as  it 
grew,  the  centers  were  extended  and  increased  in  ca- 
pacity, but  the  same  principle  was  maintained.  The 
product  was  one  of  quick  and  comparatively  simple 
processing,  but  subject  to  individual  specifications, 
quite  unstandardized  and  hence  in  endless  variety. 
The  delivery  requirements  Avere  hard  and  exacting, 
and  service  in  that  respect  meant  success. 

The  management  decided  to  experiment  with  the 
unit  arrangement,  and  accordingly  provided  an  ex- 
perimental unit  and  produced  there  the  article  of  one 
of  their  heaviest  customers.  Despite  the  admittedly 
poor  arrangement  of  the  unit,  its  success  was  evident. 
The  entire  plant,  in  less  than  six  months  and  without 
serious  interruption  to  production,  was  changed  over 
to  three  productive  units.  Since  then,  not  only  have 
deliveries  improved  and  production  increased,  but  the 
opportunities  for  standardization  and  economies  in 
labor  have  been  tremendous,  and  the  profits  of  the 
business  have  greatly  increased.  The  change  from  the 
production-center  to  the  unit  basis  in  this  case  is  il- 
luctrated — although  not  to  scale  or  in  complete  detail 
— in  Figure  48. 

I  hope  that  the  two  cases  cited  will  give  the  reader 
a  grasp  of  the  importance  of  the   arrangement  of 


EQUIPMENT 


117 


<«*»■  WUWK  f^^      * 


Machine  Hq.J^JP Jfachlac  Num Jrf..^:Af/^.1k- 


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Scrtel  No.^.r'-//»...-../V? 


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FIG.  49.      MACHINE  DATA  SHEET 

equipment  as  regards  profits  and  planning.  No  two 
plants  have  the  same  manufacturing  requirements, 
but  for  every  plant  there  is  an  arrangement  of  equip- 
ment best  adapted  to  its  conditions.  This  must  be 
considered  and,  if  possible,  must  be  provided  as  part 
of  the  groundwork  of  planning. 

Capacity  of  Equipment. — So  far,  I  have  discussed  in 
this  chapter  the  inventory,  the  balance,  and  the  ar- 
rangement of  equipment.  It  is  now  necessary  to  con- 
sider in  further  detail  the  matter  of  the  capacity  of 
the  equipment. 

Every  machine  should  be  detailed  on  a  record 
known  as  the  Machine  Data  Sheet,  as  illustrated  in 
Figures  49  and  50.  This  sheet  gives  every  detail  con- 
cerning the  machine — it  leaves  unexplained  nothing 
concerning  its  physical  make-up.     The  data  sheets 


118 


PLANNING  AND  TIME  STUDY 


MackteaN^..^.^  j9^..: 

JMachtaah 

l.m*^'!.'  Jl*ilL.P9fSI^ 

.  .Lacatiaa 

Hrpt 

.     ^3- 

71 

I^pa             . 

llakar'>Nan«  Vf  FAt^AiCC  JW^A. 

SarialNo?              _  >>« 1 

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FIG.  50.      MACHINE  DATA  SHEET 

show,  in  the  case  of  machine  tools,  the  spindle  speeds 
according  to  the  various  combinations  of  cone  and 
back-gear  arrangement,  and  they  also  show  the  range 
in  feeds  according  to  the  different  positions  of  the 
gear  shifts. 

The  data  sheets  are  used  to  instruct  the  operatives 
as  to  what  cone  and  gear  shifts  to  use  when  the 
proper  speed  and  feed  have  been  selected.  The  actual 
rate  of  production  or  capacity  is  matter  of  time  and 
will  be  discussed  in  Chapter  VII  on  **Time  Stand- 
ards,'' but  the  complement  of  this  information  is  the 
description  of  the  machine  as  shown  on  the  data 
sheet. 

The  next  requirement  with  respect  to  planning  and 
equipment,  is  to  secure  complete  lists  of  the  opera- 
tions required  from  the  equipment  in  order  to  pro- 


EQUIPMENT 


119 


duce  the  articles  in  the  given  manufacture.  These  lists 
are  termed  Operation  Records;  they  are  represented 
in  typical  form  in  Figures  51  to  56  inclusive. 

The  operation  record  is  developed  individually  by 
parts,  by  semi-  or  sub-a;ssemblies,  and  by  final  assem- 
blies. For  convenience  in  filing,  it  shows  the  items  by 
number  and  gives  a  full  description  by  name.  It  then 
shows,  in  the  case  of  parts,  to  what  articles  in  the 
line  the  part  contributes,  and  gives  a  complete  list,  in 
sequence,  of  operations  which  are  required  to  finish 
the  part  or  the  assembly. 

The  card  shows  the  department  in  which  each  op- 
eration is  performed,  and  the  number  or  symbol  of  the 
machine  or  machine  group  on  which  the  operation  is 
carried  out.  It  further  shows  the  number  of  any  ac- 
cessory that  may  be  required  in  conjunction  with  the 


OPERATION    RECORD 

wnutNi. 

O^aNATION 

•«.i« 

wmmmmnmm^ 

MMMDM*. 

«nw  »im 

~AS~ 

i 

1 

* 

,/ 

- 

_ 

1 

no.   51.      OPERATION   RECORD 


120 


PLANNING  AND  TIME  STUDY 


EQUIPMENT 


121 


CLOTH  OPERATION  AND  STYLE  CARD 
KNITWEAR  CO. 

YARN                                                                               CLOTH  NO. 

OPER.  NO. 

OPERATION  NAME 

EQUIPMENT 

TIME  PER 
100  LBS. 

L ^,^— r-Nw-— .^^ -1 

( 

-^ 

'"-"^ — -* 

— ■ — ■ 

* 

1 

] 

1 

— -n 

1 

I 

STYLE 

W6T. 
PER  DOZ. 

STYLE 

WGT 
PER  DOZ. 

STYLE 

WGT. 
PER  DOZ. 

i 

FIG.    52.      CLOTH   OPERATION   RECORD 

machine  to  do  the  operation.  The  card  np  to  that 
point  is  descriptive,  but  from  then  on  it  becomes 
quantitiv^  and  shows  in  two  headings  the  time  to  pre- 
pare for  an  operation,  or  the  setting-up  or  taking- 
down  time,  and  the  time  or  actual  rate  of  production 
in  terms  of  hours  and  decimal  hours. 

This  description  explains  the  scope  of  the  card  and 
the  detailed  information  required  for  its  completion. 
The  work  of  preparing  these  cards  is  very  great,  and 
should  not  be  minimized.  In  the  average  plant,  there 
are  very  few  records  available  for  the  purpose;  con- 
sequently the  preparation  of  the  operation  record  is 
usually  a  pioneer  undertaking  and  a  job  of  consider- 


able extent.  The  big  task  is  not  the  compilation  of  the 
list  of  operations  and  of  the  equipment  on  which  they 
are  done;  the  decision  on  the  working  conditions,  or 
the  standardization  of  them,  involves  the  greater  ef- 
fort and  is  indispensable  to  the  scheme  as  a  whole. 

Constant  Experiment  Necessary.  —  Experiments 
must  be  conducted  to  determine  the  combination  of 
cut,  feed,  and  speed  for  each  operation,  and  the  selec- 


STANDARD  OPERATIONS 

Material ..... 


..Sjmbol  No. 


UMdoa.. 


.J»c».  foe  One  Mch ..Draw  No... 

Date  Compaed 


OPERATIONS 


Bvc. 


la* 


TIME  LIMITS 


REMARKS 


-"l 

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p       1 

, 

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r— 

^"■~ 

■* 

Q 

19 

20 

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— ^ 

FIG.    53.      STANDARD    OPERATION    RECORD 

tion  and  standardization  of  the  small  tool  required 
therefor.  In  metal-cutting,  the  questions  of  cut,  feed, 
and  speed  have  been  studied  thoroughly.  The  first 
treatise  on  the  subject,  by  Mr.  F.  W.  Taylor,  was  fol- 
lowed by  other  investigations  of  value.  As  a  result 
of  these  studies,  the  principles  of  metal-cutting  have 
been  well  established — it  is  merelv  a  matter  of  detail 
to  develop  the  information  for  given  conditions. 

Nevertheless,  changes  are  constantly  to  be  reckoned 
with,  for  the  cutting  power  of  high-speed  steel  is  al- 
^vays  being  increased  and  must  be  taken  advantage  of 
hy  increasing  the  standards.    In  other  machine  pro- 


122 


PLANNING  AND  TIME  STUDY 


EQUIPMENT 


123 


o 


o 

l1 


I 

o 


d 


OPERATION  RECORD 

DATF 

PART  NO 

ORAWG  NO 

NAME  OF  PART                                 MATL. 

UNIT 

OCPT 

NO 

Ot* 
HO 

OPERATION 

No.  Of  M*CM 
MEN       No. 

MINS 

SO  A 

MINS 

SPtCUL 
TOOLS 

OPERATION  RECORD 

ASSEMBLING                                                                    p^TF 

CLASS 

TYPE 

SUE 

DRAWING  No. 

UNIT 

Otrr 

OPt« 

No 

MACH 

0»>t  RATION 

CROUP A 

mm  No. 

Na.orr 

GROUP 
No. 

TITLC 

TOOLS 

•Sc^ 

s  s.». 

Mean  Mln. 

SO*      1 

Mo»n   Mbt.  1 

* 

APfltOVCO  BY                                                                DATE 

1 

APPROVED  BY                             DATE 

PIGS,  55  AND  56.      PART  AND  ASSEMBLY  OPERATION   RECORDS 

cesses  the  limits  have  not  been  so  sharply  set,  and 
there  is  a  wide  field  for  study  in  almost  any  plant  to 
determine  the  capacity  of  the  equipment  and  the  rate 
at  which  it  is  economically  most  productive. 

As  an  instance  of  this  possibility  of  study,  I  wish 
to  mention  briefly  the  case  of  a  woolen  mill  in  which 
the  output  from  th«  carding  machines  had  for 
years  been  accepted  as  their  physical  limit.    The  en- 


124 


PLANNING  AND  TIME  STUDY 


gineer  newly  in  charge  of  production  saw  no  reason 
why  the  speed  could  not  be  increased,  and  experi- 
mented at  length  along  this  line.  The  production 
from  the  carding  machines  was  a  function  of  the 
speed  of  the  doffing  roll,  and  after  considerable  study 
it  was  found  this  production  could  be  increased  with- 
out impairing  the  quality  of  the  -sliver  or  roving,  it 
was  done,  and  the  standard  was  set  accordingly. 

This  is  typical  of  the  work  which  is  done  in  con- 
nection with  planning  and  the  study  of  capacity 
which  is  a  prerequisite  to  planning.  It  shows  that  the 
initial  gain  from  planning  is  not  alone  in  the  mechani- 
cal control  of  processes  of  production,  but  also  in  the 
improvement  of  conditions  whereby  output  is  stand- 
ardized and  made  really  commensurate  with  plajit 
capacity. 

Accessories  and  Small  Tools. — In  the  matter  of  ac- 
cessories, or  jigs,  fixtures,  and  so  on,  and  small  tools, 
there  is  also  a  big  field  for  improvement  and  stand- 
ardization, and  planning  cannot  be  said  to  be  com- 
plete until  this  work  has  been  satisfactorily  done. 
The  standardization  of  small  tools  has  been  carried  to 
a  fine  degree  in  many  cases.  As  an  example  of  such 
Avork,  the  sketches  shown  in  Figures  57  and  58  are  pre- 
sented. 

The  design  of  jigs  and  fixtures  is  vital  to  manufac- 
ture— it  is  the  very  pith  of  interchangeable-parts  man- 
ufacture, and  yet  frequently  managers  will  slave  and 
drive  to  get  production  through  when  poor  accessories 
in  the  way  of  jigs  and  fixtures  will  destroy  their  ef- 
forts. The  handling  of  small  tools  and  fixtures,  and 
their  dispatching  at  the  right  time  to  the  machine 


EQUIPMENT 


125 


BOBBING   TOOL 


-^»fi^ 


T 


:^m 


-71 


T 

STRAIGHT  FULLEP 
//•  t  • 


t 


u 


T 


a: 


CROOKED  FULLER 


3 


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II' 


33— (|h 


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FRENCHMAN 


// 


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GOUGE 


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DiAMOMD  POINT 


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FLAT  CHISEL 


AM 


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1 

CAPE  CHISEL 


^ 


T 


If 


„.  ROUMD  NOSE  CHISEL 


1 f 

STANDARD  A\R  HAMMER  TOOLS  FOR  BOILERMAKERS 


FIG.   57.      EXAMPLE   OP  THE  STANDARDIZATION   OF  SMALL  TOOLS 

A  page  from  the  book  of  standards  issued  by  the  Atchison,  Topeka 
and  Santa  Fe  Railway  Co.  to  its  shops 


126 


PLANNING  AND  TIME  STUDY 


EQUIPMENT 


127 


II 


STANDARD  LATHE  TOOL 


^ 


<•' 


Ato/e :   These  foo/s  al/  Furnished 
sf'raight  Grincf  right  or 
left  OS  necessary   11 


STANDARD  STRAIGHT  THREADING  TOOL 


SYMBOL 

Size  . 

A  '  /02 

^"x  /'xd" 

A-  /03 

•^•XZ-^A^^' 

A  '  104 

^'x  /^'xSH" 

A  -  /OS 

%'x  /i^z'xd" 

A  '106 

^'x  /iysi" 

A  -  107 

V8-X  />i"x  ,0- 

A  -  /OS 

/'  X  Z-x    12" 

A  -  /OS 

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machine:  tools 

High  Speed  Steel 


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97 


Hofe:  Toots  to  hi  orderect according  to  symbol  number 


PIG.   58.      STANDARD   MACHINE  TOOLS 

Courtesy,  The  Atchison,  Topeka  and  Santa  Fe  Railway  Co. 


TOOLC 

:ard 

-, JBtmiU  No ,.^ 

TOOL  DCLIVCKY  CARD 

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nmi«t                         .,  _               .                                       

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FIG.  59.  TOOL  RECORD  CARD     FIG.  60.  TOOL  DELIVERY  CARD 

requiring  them,  is  an  important  part  of  the  planning 
department's  work.  The  issue  of  tools  should  be  gov- 
erned by  the  time-ticket  or  work-order,  which  goes  to 
the  department  board  or  to  the  operative  himself. 

The  tools  should  be  listed  on  a  form  similar  to  that 
shown  on  Figure  59.  This  card  indicates  the  part 
using  the  tools  and  the  operation  for  which  the  tools 
are  required.  It  also  shows  which  tools  are  left  at  the 
machines,  and  which  are  delivered  from  the  tool  room. 
A  copy  of  this  card  is  on  file  in  both  the  planning  de- 
partment and  the  tool  room,  and  when  the  planning 
department  makes*  out  the  time-ticket  or  work-out,  it 
also  makes  out  the  Tool-Delivery  Card,  Figure  60. 


128 


PLANNING  AND  TIME  STUDY 


TOOL 

RECORD 

U*CO    OM 

CATAUOa    NUMBIR* 

USKO     OM 
^ART  NUMBRfia 

OPERATION 

' 

• 

- . — 

FIG.  61.     TOOL  RECORD 

The  tool-delivery  card  authorizes  the  move  man  to 
deliver  the  tools  to  the  proper  machine,  and  to  collect 
them  when  the  job  is  over.  The  tools  are  given  to  the 
operative  when  he  delivers  his  check,  he  is  then  re- 
sponsible for  them  until  he  returns  them,  at  which 
time  the  check  is  returned  to  him.  The  tool-room 
foremen,  before  placing  the  tools  on  the  shelves  again, 
must  inspect  them  and  make  repairs  when  necessary. 

Another  very  helpful  record  in  connection  with  the 
use  of  accessories  such  as  punches  and  dies,  is  shown 
in  Figure  61.  This  card,  while  developed  for  a  stamp- 
ing company,  in  principle  is  applicable  to  any  other 
manufacture  in  which  the  setting-up  and  taking-down 
time  of  a  tool  is  a  big  factor  in  the  time  of  produc- 
tion. This  card  is  a  cross-index.  In  this  particular 
installation  it  shows  for  every  punch  and  die  the 
various  items  or  parts  in  the  manufacture  on  which 
the  particular  tools  there  shown  were  used. 


EQUIPMENT 


129 


This  record  was  of  help  in  reducing  the  time  of  the 
presses  required  for  the  setting  up  and  taking  down 
of  the  tools,  for  when  a  given  punch  and  die  were  in 
the  machine,  the  endeavor  was  made  to  extend  the 
run  as  long  as  possible  by  reference  to  this  card, 
which  told  just  what  articles  might  be  processed. 
Orders  for  these  different  articles  were  combined,  and 
produced  with  a  minimum  of  changing. 

Recording  Machine  Activity. — In  this  discussion,  so 
far,  I  have  considered  the  various  phases  of  the  work 
which  precedes  planning,  from  the  general  matter  of 
equipment  balance  and  arrangement  up  to  and  includ- 
ing its  inventory  and  the  rating  of  capacity,  includ- 
ing the  listing  of  accessories — such  as  small  tools — 
and  the  handling  of  them,  as  part  of  the  planning-de- 
partment  routing.  The  next  important  matter  re- 
garding equipment  is  the  necessity  of  keeping  it  fully 
active  and  of  having  a  summary  history  of  its  activ- 
ity. This  ** history''  should  be  based  on  reports  cov- 
ering the  daily  record  of  the  machines,  with  respect 
to  their  idleness  and  their  activity. 

This  report  should  show  in  detail  the  causes  for  idle- 
ness— or  better,  the  non-productive  periods.  As  an  il- 
lustration of  such  reports,  I  have  shown  in  Figure  62 
a  daily  report  of  a  cambering  machine  in  a  spring 
company,  which  shows  the  history  of  each  machine  as 
regards  its  productive  or  active  time,  as  well  as  the 
distribution  of  the  non-productive  time  for  setting- 
up,  repairs,  **no  stock,"  and  miscellaneous  causes. 
These  daily  reports  by  machines  are  combined  and 
posted  in  total  to  a  summary  sheet,  shown  in  Figure 
63,  which  gives  a  very  interesting  and  valuable  record 


130 


PLANNING  AND  TIME  STUDY 


EQUIPMENT 


131 


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PLANNING  AND  TIME  STUDY 


EQUIPMENT 


133 


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PRODUCTION   DEPARTMENT 
DAILY    REPORT 

MACHINE   ACTIVITY    REPORT 

DEPT 

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FOREMAr^S   SIGNATURE     , 

no.   64.      DAILY  REPORT   OF   MACfflNE  ACTIVITY 

of  the  operation  of  the  machines.  It  will  be  ob- 
served that  this  summary  report  shows  the  inactivity 
due  to  **no  stock/'  which  means  the  hold-up  due  to 
lack  of  material.  This  was  a  matter  which  the 
planning  department  had  to  consider  carefully;  the 
department  had  to  explain  any  delay  or  inactivity 
resulting  from  lack  of  material.  Consequently,  the 
report  served  to  measure  and  control  the  planning 
department's  efforts. 


Another  form  of  machine-activity  report  is  shown 
in  Figure  64;  it  may  suggest  applications  in  individ- 
ual cases  which  the  preceding  forms  do  not.  Such 
operation  reports  are  the  bases  of  costing  by  the 
machine-hour  method,  as  they  furnish  the  informa- 
tion concerning  productive  hours  which  develop  the 
*^cost  per  productive  hour." 

As  representative  of  a  combination  of  a  machine- 
activity  and  cost  record,  the  form  shown  in  Figure 
65  is  presented.  A  very  interesting  device,  known  as 
the  accumulator,  has  been  developed,  which  is  illus- 
trated in  the  photograph  in  Figure  66.  This  device 
records  the  actual  producing  time  in  hours  and  min- 
utes, and  mechanically  gives  a  record  of  activity 
which  saves  clerical  labor  and  at  the  same  time  sup- 
plies the  needed  control. 

Of  course,  any  unforseen  cessation  of  machine  ac- 
tivity is  an  interruption  to  production  which  must  be 
reported  to  the  production  department,  either  by  the 
production  clerk  local  to  the  department,  or  by  the 
foreman  of  the  department.  This  report  may  be 
transmitted  by  telephone,  telautograph,  tube  system, 
or  messenger.  It  is  preferable,  of  course,  to  make  it 
a  matter  of  record,  and  for  this  purpose  the  form 
shown  in  Figure  67  may  be  used  to  advantage. 

Functions  of  Maintenance  Department. — ^It  is  the 
function  of  the  planning  department  to  maintain 
standards  of  equipment  and  its  activity,  and  hence 
the  matter  of  maintenance  comes  under  its  jurisdic- 
tion. Maintenance  of  equipment  is  best  provided  by 
a  separate  department  working  under  the  planning 
department,  and  the  functions  of  such  a  department 


134 


PLANNING  AND  TIME  STUDY 


HI 

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MACHINE  OPERATION  RECORD 

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EQUIPMENT 


135 


FIG.   66.      AN   ACCUMULATOR   UNIT 

This  accumulator  shows  that  Loom  29  was  producing  only  6  hours 

11  minutes,  instead  of  8  hours.    Such  a  device  can  be  connected  with 

any  machine,  no  matter  how  remote  from  the  Planning  Room,  anU 

shows  at  a  glance  how  long  the  machine  may  havQ 

been  at  work.    The  Froductograph  Co, 


INTENTIONAL  SECOND  EXPOSURE 


134 


PLANNING  AND  TIME  STUDY 


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EQUIPMENT 


135 


i^l 


r  .   I 


FIG.    66.      AN   ACCUMULATOR   UNIT 

This  accumulator  shows  that  Loom  29  was  producing  only  6  hours 

11  minutes,  instead  of  8  hours.    Such  a  device  can  be  connected  witli 

jmy  machine,  no  matter  how  remote  from  the  Planning  Room,  an«.J 

shows  at  a  glance  how  long  the  machine  may  havQ 

been  at  work.    The  in-oductograph  Co, 


136 


PLANNING  AND  TIME  STUDY 


PRODUCTION  STOPPED 


PRODUCTION  DEFT. 


PART  OR 
ASS'Y  NO. 


OPERATION 
NO. 


MACHINE 
NO. 


TIME 
DOWN 


NAME 


REASON 


DATE. 


•REPORTED  BY. 


FORCMATf 
REPORT  ONLY  ONE  PART  OR  ASSEMBLY  ON   EACH  SLIP 


.DEPT. 


FIG.  67.      MACHINE  STOPPAGE  REPORT 

are  well  outlined  in  the  following  extract  from  a 
paper  by  H.  K.  Hathaway,  of  the  Tabor  Manufactur- 
ing Company: 

The  functions  of  a  maintenance  department  include:  (1) 
The  making  of  emergency  repairs;  (2)  Systematic  inspection 
of  all  machines  and  other  equipment,  at  regular  intervals,  for 
the  purpose  of  detecting  any  wear  or  incorrect  adjustment 
which  might  ultimately  result  in  a  breakdown,  or  cause  a  loss 
of  efficiency  in  operation;  (3)  Making  the  adjustments  and 
repairs  shown  by  the  inspection  to  be  necessary;  (4)  Main- 
taining all  records,  drawings,  etc.,  that  are  of  service  in  mak- 
ing repairs  or  in  planning  work,  keeping  inventories,  etc.; 
(5)  Developing  improvements  or  changes  in  machines,  fix- 
tures, and  tools  that  may  be  necessary  to  the  manufacture  of 
a  new  line  of  product,  or  necessary  for  increasing  the  quan- 
tity and  improving  the  quality  of  the  present  product,  and 
reducing  spoilage,  and  also  with  the  object  of  decreasing  the 


EQUIPMENT 


137 


liability  of  breakdown  and  the  necessity  of  frequent  repair 
and  adjustment;  (6)  The  operation  of  tool  rooms  for  manu- 
facturing operations,  and  the  maintenance  of  an  adequate 
supply  of  small  tools  in  good  condition. 

As  Mr.  Hathaway  also  suggests,  the  maintenance 
department  should  carry  on  preventive  rather  than 
corrective  work,  and  should  anticipate  serious  re- 
pairs by  means  of  periodic  inspection,  and  by  giving 
attention  to  what  might  be  called  small  delays  or 
minor  break-downs.  The  efficient  conduct  of  the 
maintenance  department  is  vital  to  production,  since 
without  the  adequate  maintenance  of  equipment, 
which  the  schedules  of  the  planning  department  pi'e- 
supposes,  it  is  impossible  to  carry  planning  to  its 
fullest  success.  The  extent  of  the  work  of  this  de- 
partment is  unlimited — it  may  even  include  the  mat- 
ter of  standards  for  belting  and  lubricant,  and  there- 
by make  for  considerable  economies.  So  the  main- 
tenance department  is  of  considerable  importance, 
and  must  be  provided  for  as  part  of  the  organization. 

Recapitulation. — The  quantity  of  equipment,  its 
rating,  its  arrangement  and  balance,  its  accessories, 
and  the  systematic  control  of  the  combination  repre- 
sented thereby,  are  vital  parts  of  the  planning  function 
and  routine.  The  next  chapter  will  consider  the 
control  mechanism  whereby  the  demand  is  applied 
against  the  equipment  in  scheduled  form,  and  the 
full  utilization  of  the  machine  or  equipment  capacity 
must  be  considered  and  if  possible,  provided  as  part 
of  the  groundwork  of  planning. 


CHAPTER  VI 

CONTROL  MECHANISM  AS  AN  ELEMENT  OF 

PLANNING 


Definition. — By  control  mechanism  is  meant  the 
device  or  method  by  which  the  physical  problem  of 
planning-*-that  represented  by  the  demand  against 
the  equipment — is  brought  to  a  focus  and  so  made  to 
visualize  the  state  and  necessities  of  the  production 
requirements  that  it  brings  the  required  action  and 
the  limitations  of  expected  action  to  the  attention  of 
the  managers  without  retention  of  detail  or  the  con- 
tinued employment  of  memory  on  their  part. 

Control  mechanism,  then,  is  a  mechanical  substi- 
tute for  brain  action.  While  it  is  not  automatic,  it 
conserves  energy  by  registering  masses  of  details 
and  representing  results — much  as  the  adding  ma- 
chine or  tabulating  machine  save  the  blinding  effort 
of  mental  addition  or  hand  listing.  The  develop- 
ment of  control  mechanism  has  been  compelled  by 
the  growth  in  the  scale  of  manufacturing  as  now 
conducted,  as  well  as  by  the  better  understanding 
now  prevailing  of  the  principles  of  manufacture  and 
of  the  substance  of  profits. 

These  latter  statements  may  be  amplified  to  ad- 
vantage. The  scale  of  manufacture  is  so  great,  the 
variety  of  work  and  the  complexity  of  detail  so  stag- 

138 


CONTROL  MECHANISM 


139 


gering  that  the  old  way  of  depending  on  foremen 
and  superintendents  as  mental  compendia  has  had  to 
be  superseded  by  a  more  dependable  machine.  This 
does  not  reflect  on  the  capacity  of  these  men  but  on 
the  obvious  and  definite  limitations  of  all  men. 

Production  is  now  dissected,  analyzed,  or  reduced 
to  its  elements,  and  is  applied  against  the  equip- 
ment; and  the  obligation  or  occupation  thereof  is 
represented  by  the  control  mechanism  rather  than 
entrusted  to  the  uncertainties  of  human  memory. 

Not  only  has  the  scale  of  manufacture  compelled 
safer  control  than  that  of  the  memory  of  men,  but 
with  the  enlightenment  of  scientific  approach  it  has 
been  seen  that  profit  in  manufacture  is  a  direct  func- 
tion of  turnover.  And  for  the  weighty  reason  of 
*' maximum  return"  the  methods  of  the  older  regime 
involving  immeasurable  delays  had  to  be  abandoned 
for  the  definite  and  clean-cut  expeditious  analysis  of 
planning  and  its  control  machinery. 

Scheduling  ajid  Dispatching.— This  introduces  the 
function  of  control  mechanism  and  possibly  may  ex- 
cite immediately  a  vivid  interest  in  its  method. 

The  foundation  of  the  mechanical  control  of  pro- 
duction consists  in  the  analysis  of  the  demands  as 
discussed  in  the  preceding  chapters,  and  no  satisfac- 
tory design  can  be  made  without  such  a  study  of  de- 
mand, equipment  and  material  as  considered  in  this 
volume  up  to  this  point. 

The  process  by  which  control  mechanism  operates 
IS  not  difficult;  but  the  wide  variation  in  require- 
ments, both  commercial  and  technical,  of  manufac- 
ture of  different  kind  has  brought  about  numberless 


140 


PLANNING  AND  TIME  STUDY 


designs  of  differing  details.  The  essential  require- 
ment of  the  control  mechanism  is  to  reflect  the  status 
of  and  to  direct  the  completion  of  the  work  in  pro- 
cess of  production  and,  of  course,  the  unfilled  de- 
mand as  well,  and  also  to  give  definite  expression — 
in  some  unit  of  measurement  as  time,  money  or  the 
commodity  itself — of  the  work  ahead  of  the  equip- 
ment. 

The  work  of  control  mechanism  divides  into 
scheduling  and  dispatching.  The  work  of  schedul- 
ing is  the  analysis  of  orders  to  the  demand  they  rep- 
resent against  the  equipment  and  their  application 
against  the  equipment  in  suitable  sequence;  while 
the  execution  of  the  work  so  scheduled  is  directed  by 
the  process  of  dispatching. 

The  work  of  scheduling  is  further  divided  into  the 
application  of  demand  against  equipment  and  the 
record  of  work  in  process. 

Application  of  Demand  Against  Equipment. — The 
application  of  demand  against  equipment  is  made  in 
units,  usually  time,  although  frequently  in  units  of 
weight  or  money;  but  no  matter  what  the  unit,  it  is 
based  on  a  rate  of  movement  or  production  on  that 
equipment.  The  demand  against  equipment  should 
be  represented  in  aggregate  for  the  total  unfilled 
production,  thus  defining  the  outside  limits  of  ma- 
chine occupation  and  time.  It  should  then  be  repre- 
sented specifically  against  individual  machines  or 
units  of  equipment,  as  contained  in  the  daily  schedule 
which  actuates  production. 

The  status  of  machine  occupation  with  the  total 
unfilled   production  may   be   represented   in   various 


CONTROL  MECHANISM  141 

ways,  either  in  time  or  any  other  unit  in  which  the 
production  may  be  expressed. 

As  an  example  of  the  manner  in  which  this  is  ac- 
complished and  is  represented,  the  following  case  is 
cited: 

In  a  certain  factory,  the  manufacturing  orders 
were  both  stock  and  special,  and  varied  considerably 
in  amount  and  even  more  widely  in  regard  to  deliv- 
ery requirements.  The  prevailing  practice  had  been 
to  use  aggregate  tonnage  unproduced  as  the  index  of 
demand  ahead  of  the  equipment.  The  first  step  in 
the  planning  scheme  was  to  resolve  this  into  ton- 
nage ahead  of  fifteen  different  machine  groups  into 
which  the  equipment  was  divided. 

The  orders  received  daily  were  analyzed  by  ton- 
nage on  the  machine  groups  and  added  to  the  bal- 
ance of  the  tonnage  still  to  be  done.  The  production 
was  similarly  analyzed  and  deducted,  thus  maintain- 
ing a  current  balance  of  unproduced  tonnage  remain- 
ing against  each  machine  group.  The  report  for  a 
few  of  the  groups  appeared  somewhat  as  shown  in 
the  following  list. 

MACHINE  GROUPS 

MV5     AX6   TU40  BL2  0 
Date  Lb.         Lb.         Lb.  Lb. 

3/25  Balance 40,000    20,000    70,000    20,000 

**      Orders  Received   . .      500       1000     15,000       5000 

"         Total   40,500    21,000    85,000    25,000 

"         Produced    5000       2000       8000       6000 

3/26  Balance 35,500    19,000    77,000    19,000 


II 


f 


142  PLANNING  AND  TIME  STUDY 

This  proved  to  be  a  very  helpful  portrayal  of  the 
production  requirements,  but  further  examination 
developed  that  the  information  was  misleading  for 
the  following  reason:  It  was  found  that  the  machines 
had  a  wide  range  in  capacity  as  regards  size  of 
product,  which  became  an  even  wider  range  when 
expressed  in  terms  of  rate  of  production  of  the  vari- 
ous articles  made.  Specifically,  it  was  found  that  the 
same  machines  would  produce  on  certain  sizes  ten 
times  as  much  tonnage  as  on  other  sizes.  Accord- 
ingly, it  became  desirable  to  express  tonnage  in 
terms  of  rate  of  production,  and  the  unit  of  hours 
per  100  pounds  was  decided  upon. 

The  production  ahead  was  then  classified  by  ma- 
chine groups  in  tonnage  by  sizes,  and  then  reduced 
to  equivalent  machine  hours  by  factors  calculated 
for  that  purpose.  The  daily  orders  were  analyzed 
and  also  the  production  reports,  and  the  report  then 
appeared  as  follows: 

MACHINE   GROUPS 

MV5  AX6  TU40  BL20 

Date                             Hours.  Hours.  Hours.  Hours. 

3/25  Balance 800  500  1500  700 

**      Orders  received       10  50  300  20 

"  Total    810  550  1800  720 

**      Produced 20  60  400  250 

3/26  Balance 790  490  1400  470 

This  record  was  an  excellent  guide  to  manufacture 
and  reflected  clearly  the  actual  physical  demand  on 
the  various  machine  groups.    It  further  defined  a  fair 


CONTROL  MECHANISM 


143 


CLASSIFICATION                                         ORDER  DOCKET                                     p^p^. 

Ortfw  No. 

Quantity 

Aftici* 

Production  Valu* 

WantM* 

Rac'd 

Cntarad 

talaaa'd 

Cempi'd 

NOTES 

FIG.    68.       ORDER    DOCKET    FOR    DETERMINING    LABOR    VALUE    OF 
WORK  IN  PROCESS  FOR  EACH  DEPARTMENT 

schedule  of  time  ahead  which  could  govern  promises 
for  delivery.  To  amplify  the  record  for  this  purpose 
the  report  was  further  extended  to  show  the  demand 
against  the  equipment  by  weeks. 

This  indicated  exactly  the  obligation  of  the  equip- 
ment on  unproduced  orders  by  the  date  of  their  de- 
livery requirements,  and  served  to  control  produc- 
tion with  the  purpose  of  timely  shipments. 

Records  of  Work  in  Process.— In  another  case,  the 
aggregate  unfilled  demand  was  expressed  in  terms  of 
productive  labor  value.  This  was  summarized  week- 
ly and  indicated  not  only  the  volume  of  work  ahead 
of  each  department,  but  also  the  changes  through 
the  weeks.  The  form  used  for  collecting  this  infor- 
mation is  shown  in  Figure  68.  This  order  docket, 
as  It  is  called,  shows  the   order  number,   quantity, 


144 


PLANNING  AND  TIME  STUDY 


CONTROL  MECHANISM 


145 


article,  and  production  value  or  productive  labor 
cost  (based  on  previous  averages  or  piece  rates)  of 
the  work  ahead  of  the  department. 

This  order  docket  was  also  posted  by  the  five 
classifications  into  which  the  line,  because  of  its 
wide  diversity,  was  reduced.  •  The  summary  of  the 
report  then  appeared  somewhat  as  shown  in  the  fol- 
lowing table. 


LABOR   VALUE  OF  ORDERS  AHEAD — WEEK  ENDING 

Department 

CLASSIFICATIONS 

Total 

A 

B 

C 

D 

E 

Press 

Buffing 

Soldering .... 

Plating 

F  nishing .... 

$1,250 
1,050 
1,340 
l,7i0 
1,400 

^822 
746 
682 
987 
786 

$540 
432 
560 
612 
473 

$876 
532 
766 
812 
714 

$1,460 
1,542 
1,528 
1,612 
1,750 

$4,948 
4,303 
4,876 
5,802 
5,123 

This  report  was  made  up  weekly,  as  stated,  and 
comparisons  with  the  reports  of  previous  weeks 
served  to  show  any  signs  of  congestion  and  to  con- 
trol thereby  a  uniform  flow.  Not  the  least  advan- 
tage accruing  from  this  report  was  the  estimate  of 
labor  required  in  the  week  to  come,  for  the  report 
showed  the  demand  in  labor  value  which  each  de- 
partment was  expected  to  meet  and  the  execution  of 
this  demand  was  facilitated  by  a  foreknowledge  of 
labor  requirements  whereby  such  steps  could  be 
taken  as  to  assume  the  necessarv  labor. 

« 

Another  method  is  used  for  representing  the  un- 
filled  or  incomplete   work   ahead,   as   illustrated   in 


146 


PLANNING  AND  TIME  STUDY 


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FIG.   70.      SCHEDULE  FOR    CONSTRUCTION 


CONTEOL  MECHANISM 


147 


Figure  69.  This  chart,  developed  by  C.  E.  Knoep- 
pel,*  shows  graphically  the  status  of  each  order,  not 
only  the  amount  yet  remaining  to  be  done  but  the 
discrepancy,  if  any,  between  the  accomplishment  and 
the  schedule.  With  graphs  such  as  that  shown  in 
the  figure  for  every  order,  the  complete  file  of 
graphs  reflects  immediately  the  status  of  all  unfilled 
work  and  furnishes  a  control  of  the  schedule  there- 
by, by  indicating  any  departure  from  it. 

Advantages  of  Exact  Schedules.— Schedules  are 
made  in  advance,  as  has  been  stated,  frequently  for 
months  ahead  and  often  to  the  date  of  the  estimated 
completion  of  the  work  to  be  done,  as  shown  in  the 
case  of  a  building  construction  in  Figure  70. 

Frequently,  sales  hinge  upon  the  matter  of  deliv- 
ery and  proposals  must  be  accompanied  by  fairly 
definite  statements  as  to  delivery.  This  is  particu- 
larly true  in  manufacture  where  the  units  or  prod- 
ucts are  large  and  the  actual  orders  comparatively 
few.  In  such  cases,  a  very  successful  manner  in 
which  to  make  proposals  as  to  delivery  is  shown  in 
Figure  71.  The  sheet  shows  the  estimated  time  re- 
quired in  each  department,  and  the  method  of  graph- 
ing as  indicated  determines  the  approximate  deliv- 
ery date  and  furnishes  to  the  planning  department 
the  outside  limits  as  to  time  within  which  it  must 
produce. 

Routine  of  Daily  Planning.— The  discussion  so  far 
has  considered  the  matter  of  general  scheduling,  but 
the  actual  routine  of  the  daily  planning  of  produc- 

*  Installing  Efficiency  Principles,  by  C.  E.  Knoeppel.    The  En- 
gineering Magazine  Co.,  New  York. 


148 


PLANNING  AND  TIME  STUDY 


DRAWING.  PATTERN  AND  SHOP  DELIVERY  ESTIMATE 


DATE. 


SfeCIFICATION    No.. 


PROPOSAL  No.. 
ORAWINQ    No.. 


GENERAL  DESCRIPTION. 


FLAT  COST  OF  DRAWINGS 
BURDEN 


TOTAL  COST  OF  DRAWINGS 


FLAT  COST  OF  PATTERNS 
BURDEN 


TOTAL  COST  OF  PATTERNS 


REMARKS. 


Engineer  of  Construction 


NEW  DRAWINGS 


NEW  PATTERNS 


DELIVERY  TABLE-ONE  MACHINE REQD. 


.ManAOCR  or  WOMKS. 


FIG.  71.      DELIVERY  ESTIMATE 


CONTROL  MECHANISM 


149 


tion  involves  far  more  detailed  and  exacting  methods 
for  success. 

The  work  represented  by  the  orders  ahead  must 
be  reduced  to  time  by  means  of  the  operation  cards 
described  in  the  preceding  chapter.  These  cards 
showed  the  detailed  sequence  of  operations  and  the 
rate  at  which  the  equipment  produces  on  each  opera- 
tion. So  when  an  order  is  to  be  scheduled  for  pro- 
duction the  operation  cards  are  consulted,  the  quan- 
tities on  the  order  are  extended  by  the  unit  times 
shown  on  the  cards,  and  the  total  time  requirement 
of  that  order  is  computed  against  the  equipment. 

The  equipment  has  been  symbolized  to  groups  of 
similar  machines  and  the  demand  in  time  is  applied 
against  these  groups  or  individual  machines.  The 
manner  of  representing  this  demand,  or  the  mechan- 
ism of  scheduling,  may  be  done  in  one  of  two  gen- 
eral methods,  that  is: 

Graphically  (by  charts) 
Mechanically  (by  boards) 

Both  methods  will  be  discussed  and  illustrated  and 
several  examples  of  actual  installation  will  be  repre- 
sented. 

Planning"  Sheets. — The  graphical  method  involves 
the  use  of  planning  sheets  such  as  shown  in  Figures 
72,  73,  and  74.  These  sheets  are  the  vehicle  by  which 
the  scheduling  is  carried  on.  The  time  required  for 
producing  the  orders  posted  on  the  sheets  is  extended 
at  right  angles  to  the  vertical  lines  which  represent 
time,  as  shown  in  the  figures  given.  The  method  of 
using  these  sheets  will  appear  later  in  the  chapter. 


150 


PLANNING  AND  TIME  STUDY 


CONTROL  MECHANISM 


151 


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Planning  Boards.  —  The  mechanical  method,  or 
board  representation,  of  planning  or  scheduling  has 
had  big  success.  Various  actual  examples  will  serve 
to  illustrate  it  best.  The  board  is  the  point  of  cen- 
tral control  and  is  the  key  or  master  control  to  all 
departments.  Many  different  designs  have  been 
used.  The  board  shown  in  Figure  75  is  that  devised 
by  Mr.  Geo.  D.  Babcock,  used  in  the  Franklin  Auto- 
mobile Co.,  and  described  by  him  in  the  **Iron  Age'' 
as  follows: 

The  boards  themselves  are  large  frames  containing  a  great 
number  of  horizontal  strips.  "  Across  the  top  of  each  frame  is 
an  adjustable  scale.  Sliding  up  and  down  the  frame  parallel 
with  the  strips  is  a  cross  piece,  or  runner,  also  having  ad- 
justable scales  in  it. 

Each  horizontal  strip  has  fastened  to  it  several  blocks.  A 
small  number  of  the  strips  are  white  in  color,  while  the  ma- 
jority are  black.  Each  black  strip  represents  one  part  re- 
quired in  a  finished  car,  while  each  white  strip  represents  an 
assembly  of  the  parts  on  the  black  strips  immediately  above 
it.  Each  of  these  assemblies  forms  one  of  the  sub-divisions, 
sections,  or  divisions,  previously  mentioned. 

Taking  any  one  black  strip,  it  is  noted  that  there  are  sev- 
eral blocks  attached  to  it  at  different  intervals  along  its  length. 
These  blocks  represent  each  operation  of  a  finished  piece  from 
the  time  of  purchase  to  the  time  of  its  completion  ready  for 
use  in  assembling  the  car.  The  longer  blocks  at  the  left-hand 
side  represent  the  requisition  for  the  purchase  of  the  material 
for  the  part,  the  smaller  blocks  along  the  strip  represent  each 
stop  in  the  process  of  the  part,  and  the  long  strips  at  the 
J'if.'ht-hand  end  represent  the  finished  part.  The  spacing  of 
those  blocks  and  the  length  of  the  blocks  themselves  is  to  a  pre- 
determined scale,  and  bears  a  fixed  relation  to  the  top  scale 


154 


PLANNING  AND  TIME  STUDY 


CONTROL  MECHANISM 


155 


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and  sliding  scales  previously  mentioned.  By  means  of  num- 
bers on  the  blocks  themselves  and  the  values  of  these  num- 
bers as  compared  to  the  numbers  immediately  above  them 
on  the  top  scale,  the  information  is  given  as  to  whether  a  part 
is  behind  or  ahead  of  schedule. 

Another  interesting  design  of  a  planning  board 
which  shows  the  jobs  ahead  of  the  equipment  and 
also,  proportionately,  the  time  engagement  which 
they  represent,  has  been  devised  at  the  plant  of  the 
Norton  Grinding  Co.,  and  is  illustrated  in  Figures  76 
and  77. 

The  boards  consist  of  a  series  of  racks  or  shelves, 
each  shelf  being  arranged  to  accomodate  the  work 
ahead  of  a  single  machine,  the  number  of  which  is 
indicated  on  a  block  at  the  end  of  the  rack  it- 
self. The  actual  method  of  representing  the  time 
demand  against  the  equipment  is  highly  ingenious 
and  consists  essentially  of  using  wooden  blocks  of 
graduated  size  which  are  inserted  on  the  shelf. 
These  blocks  are  made  so  that  one-tenth  inch  in 
length  is  the  equivalent  of  an  hour  of  time,  and  the 
job  ticket  is  attached  to  the  blocks  in  the  form  of  a 
sticker,  showing  the  part  number,  order  number, 
machine  number,  and  operation  number. 

The  blocks  serve  to  show  the  demand  against 
every  machine;  as  operations  are  completed  the 
blocks  are  removed,  and  thus  a  constant  balance  is 
maintained  of  work  ahead.  The  board  also  precludes 
overload,  for  it  represents  physically,  only  on  a  di- 
minutive scale,  the  actual  loads  put  upon  the  ma- 
chines, and  so  insures  an  equal  distribution  of  work- 
ing requirements. 


INTENTIONAL  SECOND  EXPOSURE 


154 


PLANNING  AND  TIME  STUDY 


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CONTROL  MECHANISM 


155 


and  sliding  scales  previouslj-  mentioned.  By  means  of  num- 
bers on  the  blocks  themselves  and  the  values  of  these  num- 
bers as  compared  to  the  numbers  immediately  above  them 
on  the  top  scale,  the  information  is  given  as  to  whether  a  part 
is  behind  or  ahead  of  schedule. 

Another  interesting  design  of  a  planning  board 
which  shows  the  jobs  ahead  of  the  equipment  and 
also,  proportionately,  the  time  engagement  which 
they  represent,  has  been  devised  at  the  plant  of  the 
Norton  Grinding  Co.,  and  is  illustrated  in  Figures  76 
and  77. 

The  boards  consist  of  a  series  of  racks  or  shelves, 
each  shelf  being  arranged  to  accomodate  the  work 
ahead  of  a  single  machine,  the  number  of  which  is 
indicated  on  a  block  at  the  end  of  the  rack  it- 
self. The  actual  method  of  representing  the  time 
demand  against  the  equipment  is  highly  ingenious 
and  consists  essentially  of  using  wooden  blocks  of 
graduated  size  which  are  inserted  on  the  shelf. 
These  blocks  are  made  so  that  one-tenth  inch  in 
length  is  the  equivalent  of  an  hour  of  time,  and  the 
job  ticket  is  attached  to  the  blocks  in  the  form  of  a 
sticker,  showing  the  part  number,  order  number, 
machine  number,  and  operation  number. 

The  blocks  serve  to  show  the  demand  against 
every  machine;  as  operations  are  completed  the 
blocks  are  removed,  and  thus  a  constant  balance  is 
maintained  of  work  ahead.  The  board  also  precludes 
overload,  for  it  represents  physically,  only  on  a  di- 
minutive scale,  the  actual  loads  put  upon  the  ma- 
(*hines,  and  so  insures  an  equal  distribution  of  work- 

• 

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The  Waterbury  Tool  Co.  have  devised  a  simple 
but  effective  board,  as  illustrated  in  Figure  78.  This 
board  is  made  by  representing  the  various  machines 
with  a  series  of  hooks;  and  as  the  work  is  ready  or 
available,  time  cards  are  made  out  covering  the 
operations  to  be  done  and  are  hung  on  these  hooks. 
The  time  tickets  have  a  tickler  stub  attached,  and 
when  the  ticket  is  issued  the  tickler  is  filed.  If  the 
job  goes  over  a  day,  a  **  continuation "  ticket  is  made 
out  without  the  stub  and  the  completing  operation  is 
done  on  a  blue  card  with  blue  stub,  the  return  of  the 
latter  indicating  completion  of  the  work. 

Still  another  device,  the  Band  Visible  Index,  is 
successfully  used  by  such  companies  as  the  Pierce- 
x\rrow  Motor  Car  Co.  and  the  American  Type 
Founders  Co.  in  connection  with  the  control  of  pro- 
duction, as  shown  in  Figures  79  and  80. 

The  application  against  the  equipment  of  the  work 
to  be  done  may  be  done  either  with  the  sheets  or 
boards.  It  is  difficult  to  state  a  preference.  In  many 
cases  the  boards  are  more  flexible  and  possibly  eas- 
ier to  grasp  and  read  than  the  sheets,  but  the  sheets 
supply  all  that  the  boards  do  and  are  further  valua- 
ble because  it  is  possible  to  trace  on  them  the  actual 
accomplishment  and  compare  this  with  the  schedule. 

Scheduling,  in  Practice.— The  actual  detail  of 
scheduling,  whether  with  boards  or  sheets,  operates 
on  the  principle  of  providing  work  ahead  of  all  ma- 
chines in  the  sequence  required  to  produce  the  quan- 
tities and  kinds  within  the  specified  time.  This  prin- 
ciple reduces  in  practice  to  a  system  of  racks  or 
boards   subordinate  to   the   control   board   or   sheet. 


INTENTIONAL  SECOND  EXPOSURE 


158 


PLANNING  AND  TIME  STUDY 


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CONTROL  MECHANISM 


159 


The  Waterbury  Tool  Co.  have  devised  a  simple 
but  effective  board,  as  illustrated  in  Figure  78.  This 
board  is  made  by  representing  the  various  machines 
with  a  series  of  hooks;  and  as  the  work  is  ready  or 
available,  time  cards  are  made  out  covering  the 
operations  to  be  done  and  are  hung  on  these  hooks. 
The  time  tickets  have  a  tickler  stub  attached,  and 
when  the  ticket  is  issued  the  tickler  is  filed.  If  the 
job  goes  over  a  day,  a  ** continuation"  ticket  is  made 
out  without  the  stub  and  the  completing  operation  is 
done  on  a  blue  card  with  blue  stub,  the  return  of  the 
latter  indicating  completion  of  the  work. 

Still  another  device,  the  Eand  Visible  Index,  is 
successfully  used  by  such  companies  as  the  Pierce- 
Arrow  Motor  Car  Co.  and  the  American  Type 
Founders  Co.  in  connection  with  the  control  of  pro- 
duction, as  shown  in  Figures  79  and  80. 

The  application  against  the  equipment  of  the  work 
to  be  done  may  be  done  either  with  the  sheets  or 
boards.  It  is  difficult  to  state  a  preference.  In  many 
cases  the  boards  are  more  flexible  and  possibly  eas- 
ier to  grasp  and  read  than  the  sheets,  but  the  sheets 
supply  all  that  the  boards  do  and  are  further  valua- 
ble because  it  is  possible  to  trace  on  them  the  actual 
accomplishment  and  compare  this  with  the  schedule. 

Scheduling,  in  Practice. — The  actual  detail  of 
scheduling,  whether  with  boards  or  sheets,  operates 
on  the  principle  of  providing  work  ahead  of  all  ma- 
(*hines  in  the  sequence  required  to  produce  the  quan- 
tities and  kinds  wnthin  the  specified  time.  This  prin- 
ciple reduces  in  practice  to  a  system  of  racks  or 
boards   subordinate   to   the   control    board   or    sheet. 


160 


PLANNING  AND  TIME  STUDY 


CONTROL  MECHANISM 


161 


FIGS.  79  AND  80.     THE  RAND  VISIBLE  INDEX  FOR  PRODUCTION 

CONTROL 

Above :  Pierce-Arrow  Co.    Below :  American  Type  Founders 


which  are  placed  in  the  various  depsffrtments — or 
possibly,  in  further  retirement,  located  by  machine 
groups. 

The  entire  scheme  of  control  mechanism  varies  in 
extent,  and  very  materially  according  to  the  volume 
of  the  business  which  it  controls  and  the  nature  of 
the  process.  The  purpose  is  to  secure  central  au- 
thority in  a  head  planning  department  which  carries 
the  major  records  and  does  the  work  of  planning 
and  operating  through  stations  in  the  various  de- 
partments. 

'  Detail  of  Scheduling  Method. — ^Iri  explanation  of 
the  process  of  scheduling  and  dispatching  the  follow- 
ing detailed  description  is  given,  representing  stand- 
ard and  most  successful  practice. 

The  system  described  presupposes  a  manufacture 
of  such  size  as  to  require  departmental  planning  sta- 
tions or  booths,  and  the  production  which  it  con- 
trolled was  one  of  a  mechanical  device  involving  the 
machining  of  various  metal  parts  for  subsequent  as- 
sembly. 

The  metal  parts  were  carried  in  stock  on  a  mini- 
mum basis  and  assembly  proceeded  on  the  basis  of 
this  stock  of  finished  parts  which  was  replenished  by 
part  orders.  These  part  orders  for  convenience  were 
further  divided  into  lots  and  so  processed.  The 
description  begins  with  a  point  where  there  are  or- 
ders on  hand  for  various  parts. 

Operations  in  Head  Planning  Department. — The 
operation  of  the  scheduling  and  dispatching  mechan- 
ism was  based  on  the  series  of  forms  shown  in  Fig- 
ure 81.    For  a  given  part  which  was  to  be  processed, 


INTENTIONAL  SECOND  EXPOSURE 


II    4r 


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I 


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III 


160 


PLANNING  AND  TIME  STUDY 


PIGS.  79  AND  80.     THE  RAND  VISIBLE  INDEX  FOR  PRODUCTION 

CONTROL 

Above :  Pierce-Arrow  Co.    Below :  American  Type  Founders 


CONTROL  MECHANISM 


161 


which  are  placed  in  the  various  depspi-tments — or 
possibly,  in  further  retirement,  located  by  machine 
«;roups. 

The  entire  scheme  of  control  mechanism  varies  in 
extent,  and  very  materially  according  to  the  volume 
of  tlie  business  which  it  controls  and  the  nature  of 
tlic  process.  The  purpose  is  to  secure  central  au- 
thority in  a  head  planning  department  which  carries 
the  major  records  and  does  the  work  of  planning 
and  operating  through  stations  in  the  various  de- 
partments. 

'  Detail  of  Scheduling  Method. — In  explanation  of 
tlie  process  of  scheduling  and  dispatching  the  follow- 
ing detailed  description  is  given,  representing  stand- 
ard and  most  successful  practice. 

The  system  described  presupposes  a  manufacture 
of  such  size  as  to  require  departmental  planning  sta- 
tions or  booths,  and  the  production  which  it  con- 
trolled was  one  of  a  mechanical  device  involving  the 
iiiaohining  of  various  metal  parts  for  subsequent  as- 
sembly. 

The  metal  parts  were  carried  in  stock  on  a  mini- 
mum basis  and  assembly  proceeded  on  the  basis  of 
tins  stock  of  finished  parts  which  was  replenished  by 
part  orders.  These  part  orders  for  convenience  were 
further  divided  into  lots  and  so  processed.  The 
description  begins  with  a  point  where  there  are  or- 
ders on  hand  for  various  parts. 

Operations  in  Head  Planning  Department. — The 
operation  of  the  scheduling  and  dispatching  mechan- 
ism was  based  on  the  series  of  forms  shown  in  Fig- 
uio  81.    For  a  given  part  which  was  to  be  processed, 


H, 


;  < 


I 


M 


162 


PLANNING  AND  TIME  STUDY 


CONTROL  MECHANISM 


163 


NUMBER  OF  PIECES 


WANTED 


COMPLETED 


GOOD 


REJECTED 


CREDIT 
WORKMAN 


P.  PRICE 


CHANGE 
MACH. 


TOTAL 
CREDIT 


ORDER  No. 


PART  NAME 


DESCRIPTION 


FROM  STORE  No. 


ORDER  No. 


WORK  CARD  FORM 


INSPECTION  0.  K. 


MAN  Na 


OPERATION 


TOOL  No. 


MOVE 


TO  DEPT. 


TO  MACH. 


DATE 


ELAPSED 
HOURS 


OPER.  No. 


ORDER  No. 


LOT 


PART  No. 


MACH.  No. 


ACT.  HOURLY 
RATE 


DEPT. 


TOTAL 


STOCK  REQUISITION 

PRODUCTtVK   MATIRIAL 


LOT 


QUANTITY 


PATTERN  No. 


PART  No. 


PRICE 


AMOUNT 


RS      SEMI.      FS.     REPAIR  ASSEM. 

6  o'  o  o.o  I 


DELIVER  TO 

DEPT.. 


MACH. 


DATE. 


SIGNED. 


MOVE  ORDER 


LOT 


QUAMTITY 


MOVE  FROM 


DEPT. 


MACH: 


DEPT 


MACH. 


PART  No'. 


DELIVER  TO 


DEPT, 


MACH. 


DEPT. 


MACH. 


REMARKS 


«i     f 


DATE 


REC'D 


PIG.  81-A.   WORK  CARD  PIG.  81-C.   MOVE  ORDER 

FIG.  81-B.   REQUISITION         FIG.  81-D  (not  shoWIl)  RECEIVING  SUP 


one  set  of  these  forms  was  made  for  each  lot  on  the 
order  as  follows: 

One  set  of  Work  Cards,  A,  made  out  for  each  operation. 
These  were  prepared  in  triplicate  (white,  canary,  and 
manila). 

One  set  of  Requisitions,  B,  for  each  lot  to  serve  as  authority 
to  draw  the  required  material  from  stores.  These  were  pre- 
pared in  triplicate  (orange,  green,  and  manila). 

One  Move  Order,  C,  for  each  time  that  part  has  to  be  trans- 
ferred from  one  department  to  another. 

One  set  of  Receiving  Slips,  D  (identical  with  B,  except  for 
title),  which  showed  the  completion  of  the  lot  and  the  quan- 
tity passed  by  the  inspector.  These  were  prepared  in  tripli- 
cate (buff,  blue,  and  manila). 

Three  files  were  maintained  in  connection  with 
these  forms — 

File  A — ^Arranged  by 

1.  Part  or  article  number 

2.  Order  number 

3.  Lot  number. 

File  B — Arranged  by  date. 

File  C — Arranged  by  department,  then 

by  part  order  number,  and 

by  lot  number. 

When  the  various  forms  described  and  shown 
were  made  out  they  were  disposed  of  as  follows: 

The  three  copies  of  the  work  cards,  the  orange  and 
green  copies  of  the  requisition,  the  move  order,  and 
the  receiving  slips  were  placed  in  file  A  in  the  order 
provided,  namely,  first  by  part  number,  then  by  order 
number,  and  finally  by  lot  number. 


164 


PLANNING  AND  TIME  STUDY 


CONTROL  MECHANISM 


165 


« 1 1.  \ 


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The  manila  copy  of  the  requisition  was  placed  in 
File  B  and  arranged  there  by  date. 

When  the  date  required  to  start  any  given  lot  ap- 
proached, the  manila  copy  of  the  requisition  was 
withdrawn  and  the  work  was  scheduled  on  the  ma- 
chine schedule  sheet  (Figures  72,  73,  and  74). 
When  scheduling  was  completed,  the  forms  cor- 
responding to  the  particular  lot  located  in  File  A, 
were  withdrawn  and  placed  in  File  C,  which 
showed  that  the  job  had  been  scheduled  and  was  in 

process. 

The  orange  and  green  copies  of  the  requisition 
were  sent  to  the  stock  room,  and  the  service  cards 
for  the  operations  scheduled  were  sent,  with  the 
necessary  move  orders,  to  the  planning  booth  within 
the  department.  The  stock  keeper  sent  the  orange 
copy  of  the  requisition  with  the  goods  to  the  de- 
partment shown  on  the  requisition  and  left  the  ma- 
terial at  the  machine  called  for,  the  requisition  it- 
self being  left  at  the  production  booth  by  the 
trucker.  This  orange  requisition  indicated  to  the 
clerk  in  the  production  booth  that  the  material  was 
at  hand  and  that  the  service  cards  might  be  put  on 
the  planning  board  as  work  ahead  of  the  machine 
shown.  The  orange  requisition  was  then  returned 
from  the  departmental  planning  booth  to  the  cen- 
tral planning  department,  and  the  green  requisition 
was  sent  by  the  stock  keeper  directly  to  the  cost  de- 
partment. 

Operations  in  Departmental  Planning  Booths.— 
Referring  now  to  the  departmental  planning  booth, 
the  following  copies  covering  scheduled  work  were 


on  file;  Work  cards  (three  copies);  move  orders, 
if  any;  and  receiving  slips  at  last  operation,  all  of 
which  were  filed  there  by  part  number,  order  number, 
and  lot  number,  being  kept  in  sequence  by  operations. 
When  the  orange  requisition  arrived,  as  has  been 
described,  the  service  cards  (three  copies)  were 
taken  from  the  file  and  placed  in  the  dispatch 
hoard.  This  dispatch  board  consisted  of  a  series  of 
3  X  5-inch  pockets,  and  a  set  of  three  was  provided 
for  each  machine,  arranged  as  follows: 

First  pocket — Job  ahead. 
Middle  pocket — Job  waiting. 
Bottom  pocket — Job  in  work. 

If  there  was  no  job  waiting,  the  service  cards  were 
placed  in  the  middle  pocket,  otherwise  in  the  top  or 
*^iob  ahead"  pocket.  The  white  copy  of  the  new 
job  assigned  to  be  done  was  filed  in  the  bottom 
pocket,  the  canary  copy  went  to  the  work  man,  and 
the  manila  copy  to  the  timekeeper  who  registered 
the  time  at  the  beginning  and  end  of  the  job.  The 
elapsed  time  was  shown  on  all  copies  by  the  time- 
keeper at  the  end  of  the  job,  and  if  a  job  ran  over 
flip  dav  the  timekeeper  made  out  an  additional  ma- 
nila service  card. 

The  manila  copy  of  the  work  card  served  as  the 
record  for  the  cost  department  after  being  checked 
a,2:ainst  the  *'In  and  Out"  time  clock  at  the  gate. 
The  white  copy  of  the  work  card  was  used  as  check 
hy  the  planning  department  against  its  schedule, 
and  the  canary  copv  was  sriven  to  the  workman. 

The  work  was  moved  from  department  to  depart- 


166 


PLANNING  AND  TIME  STUDY 


CONTROL  MECHANISM 


167 


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ment  by  means  of  the  move  order,  which  author- 
ized the  move  man  to  make  the  transfer  and  also 
informed  the  next  department  of  the  arrival  of  the 
lot  moved. 

The  receiving  slips  passed  with  the  last  operation  to 
the  inspector,  where  they  were  checked  for  count  and 
signed  by  the  inspector,  the  blue  and  buff  copies 
going  to  the  cost  department  and  the  manila  copy 
to  the  central  planning  department,  showing  the 
completion  of  the  lot. 

This  describes  in  somewhat  extensive  detail  the 
method  of  scheduling  and  dispatching  work,  and 
while  the  system  so  described  is  not  universally  ap- 
plicable, it  does  represent  standard  practice  of  dem- 
onstrated success  and  should  inform  in  general  as 
to  the  principles  of  procedure. 

Production  on  Orders. — The  production  on  orders 
which  are  carried  on  a  lot  division  basis,  requires 
some  further  record  as  to  the  status  of  the  lots  at 
each  operation.  The  form  shown  in  Figure  82  was 
designed  by  one  manufacturing  house  for  this  pur- 
pose. 

One  of  these  records  was  maintained  for  each 
specification  made  and,  as  may  be  seen  in  the  form, 
the  lots  are  noted  when  first  released  and  again  for 
each  subsequent  operation,  with  the  date  showing 
when  each  operation  on  each  lot  was  completed. 
Such  a  record  reflects  at  any  time  the  status  of  the 
pods  in  process,  and  from  the  point  of  manipulat- 
ing production  according  to  sudden  requirements  of 
customers,  it  is  almost  invaluable. 

In    another    company    where    many    orders    were 


168 


PLANNING  AND  TIME  STUDY 


CONTROL  MECHANISM 


169 


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00 


processed  in  their  entirety,  the  record  of  produc- 
tion and  the  location  of  each  order,  according  to 
the  39  operations  required  for  its  completion,  were 
kept  on  the  form  shown  in  Figure  83. 

This  form  was  used  also  as  the  basis  of  piece- 
work payment  and  operated  with  a  piece-work  tag 
from   which    coupons    were    detached    as    the    opera- 


ORDER  No. 


-OT  No. 


OPERATION. 


FIG.  84.  OPERATION  PROGRESS  RECORD 

tions  were  completed  and  sent  to  the  office  to  be 
posted  on  this  sheet.  The  pay  roll,  of  course,  was 
compiled  from  the  coupons  which  were  then  posted 
on  the  sheet.  Naturally  there  was  an  absolute 
check  on  payment,  for  no  coupon  could  be  posted 
twice  in  the  same  operation  and  hence  no  duplicate 
payments  could  be  made. 

Work  in  Process.— Another  very   elastic   and   ex- 
ceedingly simple  scheme  for  keeping  track  of  the 


170 


PLANNING  AND  TIME  STUDY 


FIG.  85.      SKETCH  OF  DOUBLE  FILE 

progress  of  work  in  a  large  specialty  plant,  may  be 
described  as  follows: 

Cards,  as  shown  in  Figure  84,  were  made  out  for 
every  operation  required  to  complete  each  lot,  and 
were  then  filed  in  sequence  of  the  operations  in  one 
side  of  a  double  file  (shown  in  P^igure  85).  One 
side  of  this  file  showed  what  operations  still  had  to 
be  completed,  the  other  side  showed  what  operations 
had  been  done.  The  movement  in  this  file  was  actu- 
ated by  the  return  to  the  planning  department  of  the 
time  or  service  card,  indicating  the  completion  of 
the  operation. 

As  an  example,  assume  that  a  service  card  cov- 
ering the  planning   of  Lot  No.  36,   Order  No.   414 


CONTROL  MECHANISM 


171 


was  returned.  The  clerk  in  the  planning  depart- 
ment refers  to  the  file,  locates  the  card  for  Order 
No.  414,  Lot  No.  36  and,  taking  the  planning  card 
from  the  ''To  do''  side,  transfers  it  to  the  ''Done" 
side.  In  this  manner  the  status  of  every  lot  was 
known  every  minute  in  the  day  and  the  file  was  an 
indispensable  adjunct  to  the  scheduling  in  the  plan- 
ning department  in  which  it  was  used. 

Mechanical  Aids  in  the  Planning  Department. — 
The  control  of  production  is  being  constantly  fa- 
cilitated by  various  mechanical  devices  which  short- 
cut effort  and  make  communication  between  depart- 
ments easier,  speedier,  and  more  reliable.  One  of 
the  most  valuable  aids  has  been  developed  in  the 
instrument  known  as  the  Productograph,  installa- 
tions of  which  are  shown  in  Figures  86  and  87. 
The  instrument,  while  of  course  directly  connected 
to  a  machine  in  the  shop,  records  automatically  and 
in  permanent  form  on  a  dial,  which  may  be  placed 
anywhere,  the  time  and  duration  of  every  stop  in 
the  operation  of  the  machine  to  which  it  is  at- 
tached. 

The  significance  of  such  a  barometer  of  machine 
activity  cannot  be  underestimated  in  its  value  to 
the  planning  department.  Although  the  work  of 
the  planning  department  is  primarily  the  prede- 
termination of  the  course  of  production,  it  will  un- 
doubtedly fail  unless  constant  and  instant  touch  is 
maintained  with  the  actual  accomplishment  of  the 
schedule  it  establishes.  With  a  battery  of  Pro- 
ductograph dials  in  the  planning  department,  as 
seen  in  Figure  87,  the  course  of  events  all  over  the 


172 


PLANNING  AND  TIME  STUDY 


CONTROL  MECHANISM 


173 


02 


< 


o 
P 

Q 
O 


00 
Q 

CO 
00 

CQ 

CD 


FIG.  88.     LAMSON  TUBE  SYSTEM  FOR  DISPATCHING 
Courtesy,  A.  B.  Cotrell  &  Sons 

shop  is  reflected  very  accurately  and  a  sweeping 
vision  of  shop  activity  is  maintained  which  is  of 
great  value  to  a  live  and  watchful  planning  de- 
partment. 

Various  other  devices  have  been  developed,  also 
along  the  lines  of  furnishing  direct  and  quick  lines 
of  communication  from  the  outlying  departmental 
planning  booths  to  the  central  planning  office.  The 
Lamson  tube  system  has  been  successfully  used  for 
this  purpose  and  has  great  value  in  that  it  actually 
conveys  the  various  records  which  control  the  exe- 
cution of  the  work  planned.     Figure  88  shows  an 


INTENTIONAL  SECOND  EXPOSURE 


172 


PLANNING  AND  TIME  STUDY 


0 


< 

c 
o 

O 

Q 
O 

W 

K 


CX) 

o 
< 

CO 
00 

TO 

o 


CONTROL  MECHANISM 


173 


FIG.  88.     LAMSON  TUBE  SYSTEM  FOR  DISPATCHING 
Courtesy,  A.  B.  Cotrell  &  Sons 

shop  is  reflected  very  accurately  and  a  sweeping 
vision  of  shop  activity  is  maintained  which  is  of 
great  value  to  a  live  and  watchful  planning  de- 
partment. 

Various  other  devices  have  been  developed,  also 
along  the  lines  of  furnishing  direct  and  quick  lines 
of  communication  from  the  outlying  departmental 
planning  booths  to  the  central  planning  office.  The 
Lamson  tube  system  has  been  successfully  used  for 
this  purpose  and  has  great  value  in  that  it  actually 
conveys  the  various  records  which  control  the  exe- 
<'ution  of  the  work  planned.     Figure  88  shows   an 


174 


PLANNING  AND  TIME  STUDY 


THE  TELAUTOGRAPH  IN  OPERATION 

CJourtesy,  The  Telautograph  Co. 


CONTROL  MECHANISM 


175 


installation  in  current  operation  in  a  manufactur- 
ing plant  where  the  tube  system  has  been  highly 
satisfactory  and  is  an  indispensable  accessory  to 
the  operation  of  the  planning  system. 

The  Telautograph  is  another  very  effective  means 
of  communication  of  the  shop  with  the  planning  de- 
partment. It  has  the  very  supreme  advantage  of 
making  a  permanent  record  and  in  the  matter  of 
instructions  this  is  a  quality  which  has  great  value. 
This  electrical  writing  device  has  been  installed  in 
many  manufacturing  plants  and  has  proven  to  be  of 
great  assistance  to  the  quick  direction  which  the 
planning  department  is  required  to  give.  The  pho- 
tographs opposite  show  the  operation  of  the  Telauto- 
graph system  in  manufacturing  plants  where  the  in- 
stallations have  been  most  satisfactory. 

The  interdepartmental  telephone  is,  of  course,  al- 
most standard  practice  for  the  purpose  of  communi- 
cation, and  its  use  and  value  for  the  purpose  hardly 
need  comment. 

Recapitulatian. — ^The  matter  of  control  mechanism 
as  an  element  of  planning  has  been  discussed  at  length 
in  this  chapter  and,  it  is  believed,  in  comprehensive 
detail.  The  subject  has  merited  such  a  treatment, 
for  control  mechanism  is  the  essence  of  planning 
and  the  success  of  its  design  and  operation  govern 
the  final  results  of  planning  effort.  It  has  been  my 
effort  to  show  that  the  purpose  of  control  mechan- 
ism is  to  supplant  the  expenditure  of  needless  hu- 
man effort  by  a  mechanical  grasp  of  detail,  and  at 
the  same  time  to  bring  to  the  attention  of  the  pro- 
duction managers   such  junctures   or  necessities   as 


INTENTIONAL  SECOND  EXPOSURE 


""'''i 

'n 

ll 

I 

;;B: 

Bin  ' 

174 


PLANNING  AND  TIME  STUDY 


SI 


i 


THE  TELAUTOr.RAPH  IN   OPERATION 

Ck>urtesy,  The  Telautograph  Co. 


CONTROL  MECHANISM 


175 


installation  in  current  operation  in  a  manufactur- 
ing plant  where  the  tube  system  has  been  highly 
satisfactory  and  is  an  indispensable  accessory  to 
the  operation  of  the  planning  system. 

The  Telautograph  is  another  very  effective  means 
of  communication  of  the  shop  with  the  planning  de- 
partment. It  has  the  very  supreme  advantage  of 
making  a  permanent  record  and  in  the  matter  of 
instructions  this  is  a  quality  which  has  great  value. 
This  electrical  writing  device  has  been  installed  in 
many  manufacturing  plants  and  has  proven  to  be  of 
great  assistance  to  the  quick  direction  which  the 
planning  department  is  required  to  give.  The  pho- 
tographs opposite  show  the  operation  of  the  Telauto- 
graph system  in  manufacturing  plants  where  the  in- 
stallations have  been  most  satisfactory. 

The  interdepartmental  telephone  is,  of  course,  al- 
most standard  practice  for  the  purpose  of  communi- 
cation, and  its  use  and  value  for  the  purpose  hardly 
need  comment. 

Recapitulation. — The  matter  of  control  mechanism 
as  an  element  of  planning  has  been  discussed  at  length 
in  this  chapter  and,  it  is  believed,  in  comprehensive 
detail.  The  subject  has  merited  such  a  treatment, 
for  control  mechanism  is  the  essence  of  planning 
and  the  success  of  its  design  and  operation  govern 
the  final  results  of  planning  effort.  It  has  been  my 
effort  to  show  that  the  purpose  of  control  mechan- 
ism is  to  supplant  the  expenditure  of  needless  hu- 
nian  effort  by  a  mechanical  grasp  of  detail,  and  at 
the  same  time  to  bring  to  the  attention  of  the  pro- 
duction  managers   such   junctures   or   necessities   as 


>  4 


176 


PLANNING  AND  TIME  STUDY 


the  particular  situation  which  it  reflects,  are  seen  to 
require. 

Various  methods  of  reflecting  the  general  status 
of  unproduced  demand  have  been  discussed,  and 
then  the  steps  have  been  detailed  by  which  the  pro- 
duction requirements  are  translated  into  machine 
programs  and  become  definite  instructions  for  the 
current  operation  of  the  individual  machine.  I 
have  further  shown  how  in  this  manner  control 
mechanism  effects  production  with  least  delays  and 
with  greatest  timeliness.  For  in  the  increased  ce- 
lerity of  turnover  that  results  and  the  improved 
service  in  deliveries  lie  its  chief  commercial  gain 
and  justification.  Hence,  the  study  of  control 
mechanism  is  one  of  the  most  important  phases  of 
the  theory  of  planning  and  might  be  said  to  be  the 
very  crux  of  planning  operation  and  design. 


CHAPTER  VII 

TIME  STANDARDS  AS  AN  ELEMENT  OF 

PLANNING 

The  Keystone  of  Manufacturing. — The  basis  of 
production  is,  in  the  last  analysis,  time.  That  is, 
the  productive  process  is  measured  in  time;  it  is  the 
cost  of  time  which  makes  the  expense  of  manufac- 
ture, and  it  is  time  which  is  the  standard  of  effi- 
ciency and,  generally,  the  index  of  profit  and  success. 

The  time  standard,  then,  is  a  most  important  ele- 
ment; the  preceding  chapters  on  the  other  elements 
of  planning  would  be  rendered  ineffectual  without 
adequate  information  as  to  the  time  of  performance. 
In  every  manufacture  and  for  each  operation  on  every 
part,  the  important  question  is,  **What  is  the  time 
required  to  produce?" 

The  operation  cards  discussed  at  length  in  Chapter 
V  on  Equipment  furnish  a  full  list  of  the  operations 
necessary  for  production,  and  the  time  standards 
must  be  shown  on  these  cards  in  order  to  complete 
their  usefulness.  The  information  current  in  the 
shop  in  the  minds  of  the  foremen  or  men  is  not 
always  sufficient  on  this  point.  The  ideas  of  time 
or  rates  of  production  held  by  them  are  apt  to  be 
too  general  or  insecure  to  be  accepted,  and  it  is  nec- 
essary, therefore,  to  set  the  standard  on  a  more  care- 

177 


'■I 


!    I 


. 


178 


PLANNING  AND  TIME  STUDY 


— J - 

J  I 

1 1 

i   J                                                          1      .          

i«^i                  11,. 

^11  i   "                    1  V 

^                                                  1  /_              1 

a                                                /  \ 

1                                       A  V 

*&      !                                  I 

f  r 

f                                     {  r 

ly  V 

3      L 

§j               1 1      I  - 

1  i"     T        1  ^            i 

j'l _  J  [    _ 

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L 

J;        :                            -    \ 

3        i;                                J   V 

h        i^                                            J     I 

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...1    1  -                              J   t 

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tioa 

— 

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^     1                                            , /    \   

til                           4  C 

^11                     i) 

i   1   _4_                                                  -4     1 

Ml                                                  t 

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1  e  i  i                                             1    J 

Ui^i .--...--^^---- 

§ 

w 
en 

CO 


be 
p. 

O) 


05 
00 


TIME  STANDARDS 


179 


DETAILED  OPERATION  CARD 

Dr.  No .Patt,  No* Symbol  No 

Piece  Name ^_ _ 

Used  on „ , 

Operation ^ ^ 

Operation  No Scheduled  to  Start 

Dept.  No,..„..., Mch.  No Order  No 


Sequence  of 
Operations 


SPEED 


F.  P.  M.     Belt     Gears 


FEED 


Cut  in 
Indies 


LIMIT 


Hours!  lOtha 


Quantity  on  this  order. 
Total  Time  Limit 


FIG.  90.  DETAILED  OPERATION  CARDS 

ful  and  exact  basis  than  judgment,  memory,  or  rule 
of  thumb. 

Determining  the  Time  Standard. — The  determina- 
tion of  the  time  standard  may  be  done  in  one  of 
three  ways  or  is  based  on  three  possible  sources  of 
information,  namely: 

Unit  costs, 

Piece  rates, 

Time  study. 


180 


PLANNING  AND  TIME  STUDY 


D2 
1-2 


roKM  tot 

INSTRUCTION  CARD 

SHOP  LABORATORIES 

FOUNDRY  DEPARTMENT 


PART    Bas£:  6c  Cj^ank  Case 

ARTICLE (*45/M?/fPATT.  NO.     1-2 


FLOOR         BENCH 


MACHINE  2     STATION 


STANDARD   FLASK   NO. 

SPECIAL  FLASK   NO.       /04 

CORE  BOX  NO.         CORE  PLATE  NO. 

Sand  mixture  no. 

WIRE.  SIZE  rods  size 

NO.  loose  PCS.    /       NO.  cores   2 


TOOL  KIT  NO.    / 

RAMMER  Floor 

FACING  MXT.  HOI'M 

TACKLE 

Jf/OOLC       /f/    f3  4 

5 P  Pins      P,    /4  6 
3  SPennff^AiLi 


F/6./ 


C-. 


»,l-.-..'.'.'..M^  fV.-.i.- 
■■li  • J.  •  ••..• 


^r-i 


•8 
-C 

.F 


F/G.3 


^■■\M. 


r ■■»-;.  »in.  1.1 .  .  -..I 


Fjg.2 


ITEM 


OPERATION  ROUTINE 


1. 
2. 

3. 
4. 

e. 

6. 
7. 


Bolt  cope  board  A  with  attached  pattern  to  oachine  #  2.  Place  cope 
B  of  etandard  flaek  104  on  board.   Flaalc  plna  PI. 6.1  In  pin  holea... 
Uae  Rl  13.4  to  apread  riddled  aand  1/2"  deep  around  pattern  D. 
Clayvaah  gaggera  S,  and  aet  In  position  as  shown,  fig.  1  and  2. 
Daggers  should  not  project  abOTe  top  of  flaak.  ... 

Bet  sprues  pins  Pi. 19. 00  at  ?,  7tg.  1  and  2.  Tuck  under  bars  with 
fingers  and  coTer  pattern  D  with  riddled  sand.  Place  nails  0  In 
position  as  shown.  Tig.  1  and  2.  ... 

Use  shovel  8b  13.1  to  fill  cope  B  2/3  full  of  heap  aand.   UUse  fia  A.l 
to  peln  ram  around  pattern.  7111  level  with  top  of  flask  and  peln 
around  pattern  and  very  lightly  over  top.  ... 

Heap  sand  4"  above  cope  and  butt  ran.   TTae  6t  15.1  to  strike  off  and 
Wi  22.1  to  vent.   Remove  sprue  pins  ?  and  ream  out  sprue  holea. 
Place  bottom  board  on.   Clamp  with  machine  and  roll  over.   Start 
vibrator  and  lower  cope  gently  away  from  pattern.   Lift  cope  and 
set  on  floor.  ... 

Use  Sw  1  to  wet  edges  of  mold.  Uend  torn  parts.   Cut  gates  as 
indicated  in  ?ig.  3.  1"  wide.  3/6"  deep.- 

Press  handle  of  trowel  Tr.  IS.l  in  mold  1/2"  deep  as  shown  at  H. 
fig.  3.  Get  chaplet  1/4"  dia. .  4  1/2"  long  and  ahove  thru  cop« 
•t  B  In  .oentsr  of  dsnt  mads  by  travel.  Brush  on  graphlta. 


0.0391 
0.1106 
0.0303 
0.0381 

0.0833 
0.0221 

0.1003 


^^mmmatm^im^mm»mimi*m 


TOTAL  STANDARD  TIME 


0.4306 


KG.  91,     DETAILED  INSTRUCTION  CARD 


TIME  STANDARDS 


181 


Of  these,  time  study  is  the  only  way  in  which  to 
determine  a  true  standard,  for  the  derivatives  from 
piece  rates  and  unit  costs  are  only  approximate  and 
nominal  standards.  However,  it  is  frequently  neces- 
sary to  forego  the  precision  of  the  more  adequate 
and  accurate  method — the  time  study — and  com- 
promise on  the  easier  and  readier  expedients,  piece 
rates  or  unit  cost  determinations. 

Time  Standard  Determined  from  Unit  Costs. — The 
standard  developed  from  unit  costs  is  fairly  depend- 
able, although  not  exact.  The  unit  cost  of  an  opera- 
tion, or  the  productive  labor  cost,  is  accumulated 
from  the  time  cards  and  is  representative  of  actual 
performance,  although  it  does  not  indicate  the  latent 
possibility  of  improvement  in  performance. 

The  procedure  in  using  the  unit  cost  data  to  estab- 
lish a  time  of  performance  or  rate  of  production  is  to 
consult  the  operation  cost  record  and  secure  the 
selective  average  cost  expressed  in  dollars  and  cents 
for  each  operation  on  each  part.  The  conversion  of 
the  productive  labor  cost  to  time  requires  further 
knowledge — namely,  the  average  hourly  earnings 
either  on  the  operation  in  question  or  for  the  machine 
group  or  department  in  which  the  operation  is  done. 
Then  it  becomes  simply  a  matter  of  dividing  the 
cost  by  the  hourly  rate  of  earnings  to  compute  the 
equivalent  of  the  cost  in  time. 

For  example,  if  the  hourly  rate  of  earnings  is  25 
cents  and  the  unit  cost  of  an  operation  on  a  given 
part  is  75  cents  per  hundred,  it  is  obvious  that  the 
division  of  75  by  25  gives  the  equivalent  of  3  hours  per 
hundred. 


II 


182 


PLANNING  AND  TIME  STUDY 


b2 

1-12 


roNM  lot 


INSTRUCTION  CARQ 

SHOP  LABORATORIES 

FOUNDRY  DEPARTMENT 


FLOOR/-*    BENCH 


MACHINE 


STATION 


PART   Cylinder    RRL. 

ARTICLE <ii«^/(PATT.  NO.      /-/? 


STANDARD  FLASK  NO. 

SPCCIAL  FLASK   NO.     /OO 

CORE  BOX  NO         CORE  PtJkTE  NO. 

SAND  MIXTURE  NO. 

WIRE.  Size  RODS.  SIZE 

NO.  Loose  PCS.  J      NO.  CORES  4 


TOOL  KIT  NO. 
RAMMER  ^F/goitJem/to 
FACINO  MXT.  NO. 
TACKLE 


"T7 


ft 

111  ■■. 


izis£:i^:ii^^i±±2L 


w 


•  //■> 


f 


VT 


4^..;._.<.i.;.'» 
.■.■}:.:.X\ 


•:^^:''/.i 


//e.  / 


/■/c? 


/><?.  J 


ITEM 


OPERATION  ROUTINE 


2. 
9. 


Itosm  out  tpru*  hole  L.  Lift  cope  and  Invert  on  level  bed  of  aand. 
Cut  channel  1"  wide  and  1  1/2"  deep  between  L  and  II.   Sponge 
•round  flange  J  and  aprue  pin  I.  and  rap  and  draw  them.   Cut 
sate  I"  wide  3/*"  deep  from  aprue  I  to  aprue  11. 


Lift  cheek  and  invert  on  cope.  Place  nail  H  In  poaitlon 
Rap  and  draw  patterna  from  cheel  and  drag. 


Cut  gate  from  aprue  I  Into  mold  1/4"  deep  and  2"  wide 
torn  parts,  ©uat  with  graphite. 


Sponge , 
Patch 


.20 
.10 
.03 


TOTAL  STANDARD  TIME 


.33 


FIG.  92.     DETAILED  INSTRUCTION  CARD 


TIME  STANDARDS 


183 


This  method  is  not  difficult  to  apply  if  the  cost 
data  are  in  convenient  form;  and  it  has  an  advantage 
in  that  the  time  of  performance  established  is  based 
on  cost.  Since  the  profit  depends  on  cost,  any  de- 
parture from  the  standard  means  a  departure  from 
the  average  cost  and  hence  from  the  apparent  profit. 
Not  that  the  average  cost  represents  good  costing 
practice,  because  it  does  not,  but  it  is  in  frequent 
operation  and  the  possibility  of  exposing  its  errors 
is  illustrated  by  the  above  example. 

The  average  cost  method  of  determining  time  stand- 
ards should  only  be  used  when  neither  of  the  other 
two  methods  can  be  used.  It  is  mentioned  here 
simply  'because  as  an  expedient  it  has  value  and 
serves  more  successfully  for  determining  standards 
than  a  rough  estimate. 

Time  Standards  Determined  from  Piece  Rates. — 
The  use  of  piece  rates  to  determine  the  time  allow- 
ance or  time  standard  is  frequently  employed.  Its 
chief  advantage  lies  in  the  expedition  with  which  the 
information  may  be  obtained.  The  accuracy  of  the 
method  depends  entirely  on  the  manner  by  which 
the  piece  rates  used  as  the  basis  were  set.  If  the 
piece  rates  are  correctly  set,  presumably  then  based 
on  time  studies,  they  really  are  time  standards  ex- 
pressed in  money. 

In  that  case  the  time  study  files  may  be  consulted 
to  establish  the  time  standard  from  the  piece  rate, 
and  the  standards  may  be  readily  obtained;  but  if 
the  files  are  not  available,  then  the  standard  may  be 
deduced  by  simple  arithmetic  conversion  as  described 
in  the  case  of  the  unit  costs. 


184 


PLANNING  AND  TIME  STUDY 


PORM  loa 


INSTRUCTION  CARD 

SHOP  LABORATORIES 
FOUNDRY  DEPARTMENT 


PART  5and  Bottom 

ARTICLE  PATT.  NO 


Bed  Ca 


MRG£ 


FLOOR 


BENCH 


MACHINE 


STATION 
Cupola   No.I 


STANDARD   FLASK   NO. 

SPECIAL   FLASK   NO. 

CORE  BOX  NO      CORE  PLATE  NO. 

SANO  MIXTURE  NO. 

WIRE.  SIZE  RODS  SIZE 

NO.  LOOSE   PCS.  NO    CORES 


TOOL  KIT   NO 

RAMMER 

FACING  MXT.  NO. 

TACKLE    hAMC  Box 
PtrOP  Pf*  3J    CUyWash 
Strove L   SH.  /i  I 

BASxer  BA  ni 


ITEM 


OPERATION  ROUTINE 


1. 
2. 
3. 


«. 
7. 

e. 


Put  bottom  doors  In  place  &6  at  A,  7if,.    1.  using  prop  PrS.l  vet 
on  block  B.   Adjust  t^crew  till  doofs  are  tight.  ... 

Temper  1  1/2  bueiielt  of  cupola  bottom  sand  (found  In  front  of 
cupola)  with  water  till  sliglilly  drier  t^^an  noldirg  sard        ... 
Take  cnr.d  to  cupola  charging  floor,  eiiovel  into  cupola  1/2  bushel 
of  sand.   Spread  and  taop  with  cupola  raumer  Ha  'i>.\,   Tan(  sand 
next  to  lining  very  fim.ly. 

Shovel  m  1/2  bushel  of  sand  and  tanp.  ... 

Add  enough  sand  (spread  sand  by  reaching  thru  hole  B)  to  lear* 
bed  at  X  about  2"  higher  than  at  Y.  Tamp  and  smooth.  Remove  ex- 
ceee  sand  from  .cupola.  ... 

Rer.ove  sand  at  A,  71g.  2,  and  replace  with  clay  mixture  Ko.3.    ... 
Clay  waeh  surface  of  sand  bottom.  ... 

FroiM  coke  bin  No.  7  remove  ar.ount  of  coke  specified  for  bci  cliarge 
to  c.arelnii  floor.  (Use  coke  fork  to  handle  coke).  One  bneket  of" 
t>.e  lnr>,est  pieces  of  co'<e  is  to  be  taken. to  cupola  spout.   Place 
flame  box  in  cupola  as  at  C<  Fig.  3.   Lay  the  large  pieces  of  coke 
around  and  over  thla  flpir.e  box.  buillinj.:  an  arc).»^ay  over  tlie  box 
60  that  T'hen  woo'l  is  uijrnt  away  an  open  dannel  is  lelt  for  flaire 
to  penetrate  under  bed.   The  ren.-\iniriH  coke  to  be  taken  to  cl.arg- 
Ing  floor  and  ehoveltd  into  cupola.  ... 

Put  away  tool* 


O.OS 
0.01 


0.03 
0.01 


0.02 
C.02 
0.03 


0.30 
0.04 


TOTAL  STANDARD  TIME 


O.M 


WG.  93.     DETAILED  INSTRUCTION  CARD 


TIME  STANDARDS 


185 


The  process  may  be  explained  by  a  particular  case, 
and  the  following  examples  have  been  selected  with 
this  purpose: 


Piece  rates 

Hourly  rate 

Yarn 

per  100  lb. 

of  earning 

Time  per  100  lb. 

14X 

16  cents 

20  cents 

16/20    0.8  hour 

12X 

14     '' 

20     '' 

14/20     0.7     '' 

lOX 

16    '' 

20     '' 

16/20     0.8     "• 

8X 

17     '' 

20    '' 

17/20     0.85  '* 

24U 

18    '' 

20    '' 

18/20     0.90  "• 

22T 

22    *' 

20    '' 

22/20    0.11  '' 

23T 

26    '* 

20    '' 

26/20    0.13  '' 

This  describes  the  manner  in  which  the  piece  rates 
are  used  to  establish  performance  times  or  standards. 

Time  Standard  Determined  from  Time  Study. — 
But  if  the  manufacture  in  the  mind  of  the  reader  is 
comparable  to  the  conditions  of  the  average  plant, 
the  piece  rates  will  be  found  to  be  an  untrustworthy 
basis,  for  they  themselves  are  generally  badly  set  or 
inequitably  proportioned  and  are  rarely  deduced  from 
a  scientific  studv  of  the  detail  as  found  in  the  so- 
called  *Hime  study." 

And  so  it  reduces  to  the  point  where  the  time  study 
appears  as  the  only  method  by  which  the  time  stand- 
ard may  be  properly  determined.  This  introduces, 
then,  the  need  of  knowing  what  a  time  study  is  and 
how  it  is  made. 

There  are  two  ways  in  which  a  time  study  may  be 
made;  for  lack  of  better  terms  these  might  be  called 
(1)  the  approximate  methods,  and  (2)  the  analytical 
method. 


186 


PLANNING  AND  TIME  STUDY 


TIME  STANDARDS 


187 


Time  Study  by  Approximation. — The  approximate 
study  is  merely  a  timing  of  the  complete  cycle  of  an 
operation  without  attempt  to  consider  its  several 
movements  or  motions.  It  is  an  overall  measure,  and 
simply  determines  outside  limits  with  no  scrutiny  of 
the  action  within  the  limits. 

The  method  is  quite  simple  and  was  a  rudimentary 
form  which  preceded  the  finer  method  of  analytical 
study.  In  operation  it  consisted  chiefly  of  timing 
either  the  entire  operation  on  a  single  piece  of  work, 
or  the  entire  time  on  several  pieces  of  work  and  from 
the  count  determining  the  unit. 

For  example,  an  operation  so  studied  would  be  re- 
ported as  follows: 

OPERATION — BEVELUNG  PlATE.      DATE:  JAN.  19 

Part  Number  4103 


No.  Reading 

Time 

per  piece 

1 

11.2 

minutes 

2 

12.0 

3 

11.8 

4 

11.4 

5 

12.2 

6 

12.3 

7 

11.7 

8 

11.3 

9 

12.6 

10 

10.9 

117.4 


The  same  method,  working  on  a  time  for  doing  a 
certain  number  of  pieces,  would  be  represented  as 
follows: 


No.  Reading 
1 
2 
3 
4 
5 
6 
7 
8 
9 
10 


OPERATION BEVELLING  PlATE.   DATE:  JAN.  19 

Part  Number  4103 

Number 

Time 
46.4  minutes 
73.2 


<  i 


100.8 
75.6 
59.0 
73.8 
92.8 
78.4 
57.0 
71.4 


<  ( 


<  < 


i  i 


i  i 


i  t 


i  ( 


<i 


ti 


Average  time 
pieces  per  piece 

4  11.6  minutes 

6  12.2 
8  12.6 

7  10.8 

5  11.8 

6  12.3 

8  11.6 

7  11.2 

5  11.4 

6  11.9 

117.4 


Average 11.7  minutes 


Average 11-7  minutes 

This  method  is  only  general  and  is  open  to  the 
same  criticism  which  applied  to  the  piece  rate  and 
unit  cost  in  that  it  does  not  represent  details  and 
IS  not  strictly  a  standard. 

Time  Study  by  Analysis. — The  analytical  time 
study  found  its  first  development  in  the  hands  of 
F.  W.  Tavlor,  who  made  the  historic  studies  of  shov- 
eling  and  handling  pig  iron  which  have  been  the  fore- 
runners of  all  work  of  the  kind  since  that  time.  The 
process  of  the  analytical  study  is  a  division  of  the 
operation  into   the   elements   which   compose   it — ^by 


I 


I— t 


o 


fe 


z 


a. 


OS 

< 


1 

•^3 


(/) 


CO 


CO 

6 

u 


.;3 

O 

Qu. 

C/) 


0) 

s 
z 

u 


8 


rf  O  t^  00  t^  t^  lO 


o 

CO 


O'^OOCvit^CiOOLO 


cq^io^t^co^co 


OtOLOCOOiCDCOLO 
(M  CM   CM  1-H 


OOCrJOCOOLfirtCO 
.-•  CM   CSJ   r-( 


coco«-<c^Tt<«omto 

CM  CM 


OitOOlCMC^OOOO'^ 


CMCOTtCOOOtOCJiCO 
CM  1— I   »-i 


»-H  CM    •— t 


OiC0^lOCX)C^C^'«t 


a 

s 


^    CNJ 


22 


a> 


C3 


^  -S    ^<P 


.o  o 


0) 


x: 
cd 


q::  a: 


Ui  »-•  Vn  li 

.2  .2  t2  ^ 

1*1^  V*i4  V^N  %*M« 

^  j3  ^  x: 

u  o  o  o 

(d  03  C3  C3 

O)  (D  C^  O 

cci  oi  D^  csi 


S 

o 


c 
o 

a 

o 

Q 


1) 

C3 


3 


CM 

4-* 

C 


5 


§  ;§  ^  "I  -^ 

1^1  of 

S  §  i  §«  t 
c  ^  i2  >  ,««x 
M  c/)  X  !>  O 


.S 

1 

(O 

a 

o 

e 

cd 

a 

o 

CO 

•^^ 
X! 

H 


c 
o 

>. 

cd 
O) 


c 


o 

CO 


to 

a  ^ 

-^  S    C 

"-  c  E 

Cd  tUO    Q. 


"^  "^^    cd 


C 

2  '^  52 

0>     <U   u-i 

ill 

bi    'H    ^ 
Eo   w    C 

<U    C  '-^ 

x:  — 

-•->      CO 


C 


^ 


TIME  STANDARDS 


189 


188 


elements  is  meant  the  individual  motions  which  have 
definite  points  of  starting  and  ending. 

As  illustrative  of  this  division  into  elements,  the 
study  on  the  opposite  page  is  presented. 

This  study  covers  the  insertion  of  clip  bolts  in 
automobile  springs,  and  has  been  analyzed  to  eight 
separate  elements  or  divisions. 

The  analytical  method  then  observes  carefully  the 
time  required  to  perform  each  element  and  deduces 
a  standard  for  each  element  and  then  the  standard 
from  all  elements  for  the  entire  operation  which  they 
compose. 

The  actual  detailed  method  of  time  study  will  be 
considered  in  Chapter  XIII;  this  chapter  is  suggestive 
only  and  is  principally  concerned  with  the  use  of  the 
time  standard  after  it  is  obtained  rather  than  the 
manner  in  which  it  was  determined. 

When  the  time  standards  have  been  established, 
they  are  entered  on  the  operation  cards  as  described 
in  Chapter  V,  on  Equipment,  and  illustrated  by  Figure 
89,  page  178.  This  completes  the  information  on  these 
operation  cards,  and  they  are  now  ready  for  use  for 
the  process  of  scheduling  as  outlined  in  Chapter  VI, 
on  Control  Mechanism. 

The  Two  Essentials  in  Planning. — From  this  it  will 
be  seen  that  planning  consists  of  two  essential  steps — 
the  reduction  of  the  manufacture  to  a  standard,  and 
the  scheduling  and  control  of  manufacture  according 
to  that  standard.  The  work  properly  done  is  truly 
scientific,  for  it  first  develops  a  unit  of  measurement 
and  then  applies  the  unit  to  whatever  conditions 
may  come  upon  the  manufacture.     Planning  in  its 


190 


PLANNING  AND  TIME  STUDY 


C6 
1-12 


rOMM   I02 


INSTRUCTION  CARD 

SHOP  LABORATORIES 

FOUNDRY  DEPARTMENT 


PART  CYLINDER 

ARrici.E  CASf/^C/'^'pA-rr  no. 


/•/2 


FLOOR         BENCH  ^^/T'^MACHINE  STATION 


STANDARD  FLASK   NO 

SPECIAL  FLASK  NO 

CORE  BOX  NO."^  CORE  PLATE  NO. 

SAND  MIXTURE  NO       / 

WIRE.  SIZE  Mi/?noOS  SIZE 

NO.   LOOSE   PCS.  NO    CORES 


TOOL  KIT  NO.  4 
RAMMER 
FACING  MXT.  NO. 
TACKLE 


IPrfa  I  LPfio.  S 


Fig.  2 


C2LPf^o.2.Z.&.4 


Wire  No.  3 
Wire  Nal  , 


WireJfoJ 

WireNa^ 
1 


FfG.5 


W.tiaS 


FiG.i 


.-vSflggyA 


^""i      WNo5:^Q 

WNo4^ 
^iJkPNo.l 

If- 

T^ 

X         tflo 

Fos/fion  of  Wires 
/n  Cores 


^ftn 


%  - 


Wfio. 


W^l. 


[I 


^  I 
k 


) 


W.No.l 


ITEM 


1. 
2. 


7. 

a. 

9. 

10. 

11. 

12, 

13. 

14. 


OPERATION  ROUTINE 


note: -Have  tools,  core  sand,  core  box,  and  wires  on  bench  ready 
for  work. 

Clean  box  with  oil  waste.   Dust.   Brush  out  dust  and  redust.       ... 
CoTer  bottom  of  box  from  A  to  B,  ?lg.  1,  with  a  3/4*  layer  of  sand. 
Osing  trowel  and  slick,  cut  away  sand  to  form  shown  at  A  ft  B.  Tig.  2. 
Hold  loose  pieces  Ko.  2,  3,  h   4. against  No.  1.  Place  in  box  as 

shown  at  B,  Fig.  3.  ... 

CoTer  box  with  a  1/4"  layer  of  sand  in  space  P(l,()P  k  (^X,  Fig.  4.  ... 
Lay  a  Bo.  3  wire  on  sand  from  X  to  0.  and  P  to  4*   l^Y  *  '^^-   1 

wire  on  sand  from  \   to  A,  Fig.  4.  ... 

CoTsr  vires  with  a  1/4"  layer  of  sand  and  lay  a  second  set  of  wires 

in  box.  CoTer  wires  with  a  1"  layer  of  sand  and  press  sand 

lightly  into  box.  ... 

Clean  sand  from  box  at  If  ft  V.  Fig.  4.  Set  loose  piece  Mo.  6.  ... 
fill  inisand  at  0  ft  0,  Fig.  6,  and  between. loose  pieces  No.  1 

and  main  box.  . . . 

Set  wires  No.  4  ft  6  as  shown  in.  Fig.  S  ft  6.  ... 

fXll  sand  1"  above  top  of  box  and  press  into  box  with  palm  of  hand... 
Strike  off  with  trowel,  removing  sand  from  space  X,  Fig.  3.  ... 
Remove  loose  pieces  1  and  S.   Then  2,  3.  and  4.  ... 

Fill  inside  of  core  with  well  sifted  molding  sand,  tucking  sand  In 

carefully  so  as  not  to  crush  cores  out  of  shape.  ... 

Strike  off.  Place  plate  on  box.  Roll  box  over  onto  plate.  Bap 

box  and  lift.  Take  to  .oven  Mo.  2.  ... 


TOTAL  STANDARD  TIME 


0.142 


FIG.  94.     DETAILED  INSTRUCTION  CARD 


0.01 

0.02 

0.01& 
0.015 

0.002 


0.005 
0.010 

O.OOS 

0.005 

0.006 

0.01 

0.01 

0.01 


TIME  STANDARDS 


191 


Dl 
1-12 


FORM  IDS 

INSTRUCTION  CARD 

SHOP  LABORATORIES 

FOUNDRY  DEPARTMENT 


PART       CYLINDCR  R.ScL. 

M^VCULCAzEnG.  /JVaTT,  NO.,  /-/P 


FLOOR />v5bENCH  machine 


STATION 


STANDARD  FLASK  NO. 
SPECIAL  FLASK  NO.      /OO 

CORE  BOX  NO.     CORE  PLATE  NO 
SAND  MIXTURE  NO. 
WIRE.  SIZE  RODS  SIZE 

NO.  LOOSE  PCS.  J    NO.  CORES  4 


TOOL  KIT  NO      / 

RAMMER  Floor 

FACING   MXT.  NO. 
TACKLE 


Jt:^ 


>B#^ 


<r-C—* 


•'••)■':.•  ••'.•••••  t'/  •.• 
!-VJL.'.."'  r.    •  ,. \l  y- 

:.t::^:■:■e•::::\:■:i■:::■. 


::M> 


FiO.  1 


F/s.  2 


FtG.  S 


ITEM 


1. 
2. 
3. 
4. 
6. 
6. 
7. 


OPERATION  ROUTINE 


Bed  molding  board  A  on  2"  bed  of  sand  in  front  of  sand  heap.  Place 
drag  c  on  board.  Pattern  B  in  center  of  drag.  Cover  pattern  with 
riddled  sand. 

Tuck  sand  around  pattern  with  fingers.   Draw  nails  from  loose  piece!* 
Fill  drag  with  heap  sand.  Peln  ram  around  pattern  and  Inside  edge 
of  drag .  _.  _  ^ 

Heap  sand  to  4"  above  drag  and  butt  ram.  Strike  off  leaving  1/4" 
layer  of  sand  over  surface.  Vent.  Bed  bottom  board  on  solid  - 
and  roll  drag  over  away  from  sand  heap.  ... 

Remove  molding  board  slick  Joint.   Place  pattern  F  in  position. 
Dust  parting  over  Joint.   Set  cheek  H  in  position  on  drag.   Place 
sprus  pin  I  in  position.  Mote  position  of  flange  J.  ..; 

Riddle  sand  over  pattern  and  tuck  well  with  fingers.  Fill  2/3  full 
of  riddled  sand.   Pein  ram.    Refill  cheek.   Peln  ram.   Hold  flange 
J  in  position  with  hand  and  tuck  sand  under  it  with  fingers.     ... 

Refill  to  3  inches  above  level  and  butt  ram.   Strike  off  lev^l  with* 
top  of  flange  and  slick  Joint.   Cut  sand  away  over  top  of  sprue 
pin^.  Dust  on  parting.  ... 

Place  cope  K  and  sprus  pin  L,  H,  and  H  in  petition.  Riddle  1"  of 
sand  in  cope.  Fill  cop*  with  heap  sand.  Pein  ran.  Refill  and 
butt  ram.  Strike  off.  Vent.  Remove  sprue  pins- 


TOTAL  STANDARD  TIME 


.02 
.03 
.01 
.02 
.03 
.10 
.15 


.36 


KG.  95.     DETAILED  INSTRUCTION  CARD 


192 


PLANNING  AND  TIME  STUDY 


broadest  scope  raises  the  level  of  productive  capacity 
and  then  compels  the  complete  utilization  of  that 
capacity. 

Detailed  Operation  Cards. — The  time  study  will 
now  be  seen  to  be  a  method  of  measurement  and  its 
results  are  translated  into  terms  of  standards  known 
as  **  instruction  sheets"  or  '*  detailed  operation 
cards."  This  card  is  a  summarv  of  the  individual 
study;  a  form  used  for  the  purpose  is  shown  in  Fig- 
ure 90.  In  further  extension  of  this  same  idea,  in- 
struction sheets  are  sometimes  prepared  with  sketches 
showing  the  operation  or  article  worked  on,  and,  by 
the  courtesy  of  Prof.  Kennedy,  of  the  University  of 
Illinois,  I  am  reproducing  on  preceding  pages  in  this 
chapter.  Figures  91,  92,  93,  94,  and  95,  instruction 
cards  which  represent  most  complete  and  satisfactory 
practice. 

These  cards  furnish  information  on  every  point 
on  which  there  could  possibly  be  question.  They 
show  sketches,  tool  equipment,  and  then  a  detailed 
operation  routine  with  a  statement  of  the  time  stand- 
ard for  each  operation. 

It  is  not  always  possible  to  persuade  a  manage- 
ment to  permit  the  accumulation  of  data  in  this 
form,  as  it  is  frequently  regarded  as  fruitless  detail. 
But  progressive  manufacturers  can  not  be  provided 
with  too  much  information,  and  the  facts  of  their 
business  are  recorded  by  card  file  or  otherwise,  com- 
pletly  covering  every  physical  condition  or  necessity. 
For  managers  of  that  mind,  the  operation  cards  shown 
here,  as  used  at  the  laboratories  of  the  University  of 
Illinois,  may  be  taken  as  an  excellent  guide  of  the 


TIME  STANDARDS 


193 


best  practice.  Several  cards  have  been  shown  in  order 
to  illustrate  to  what  variety  of  operations  the  stand- 
ard card  can  be  put. 

Recapitulation. — This  chapter  has  described  the 
function  of  time  standards  as  an  element  of  planning, 
and  it  has  shown  the  extreme  importance  of  the  in- 
formation, both  from  the  point  of  control  as  well  as  of 
improvement.  The  following  chapter  will  consider  the 
matter  of  organization  as  regards  its  influence  upon 
the  planning  effort. 


CHAPTER  VIII 

ORGANIZATION  AS  AN  ELEMENT  OF 

PLANNING 

Variability  of  Planning  Organization. — ^^The  matter 
of  organization  of  the  planning  department,  both 
within  itself  and  in  its  relation  to  the  other  executive 
departments  of  a  manufacture,  is  a  consideration  of 
highest  importance  and  should  be  definitely  estab- 
lished before  the  department  operates,  certainly  be- 
fore it  assumes  responsibility  for  production. 

The  status  of  the  planning  department  with  respect 
to  the  rest  of  an  organization  is  a  thing  which  varies 
widely.  It  has  been  my  experience  that  the  authority 
of  the  planning  department  ranges  from  almost  noth- 
ing to  a  practical  control  of  all  productive  functions. 
The  reason  for  this  variety  in  arrangement  is  found, 
as  with  most  irregularities  in  organization,  in  the 
widely  varying  capacity  of  the  men  in  charge  of 
the  planning  department  as  well  as  in  the  breadth  of 
the  chief  executive  of  the  corporation  shown  by  the 
latitude  given  the  planning  department. 

Most  organizations  seem  to  be  an  adjustment  be- 
tween the  temperament  and  ambitions  of  the  men 
composing  them,  or  the  balance  of  their  characters 
and  capacities  rather  than  the  mechanical  structure 
designed  by  division  of  duties  and  lines  of  authority. 

m 


ORGANIZATION 


195 


General  Manager 


Office  Manager 


Planning  Dept 
Manager 


General  Acc'ts. 


I 


Cost  Dept. 


General  Sales 
Manager 


Superintendent 


1 


Purchasing 
Agent 


Foremen  etc. 


FIG.  96.     ORGANIZATION  CHART  SHOWING  THE  PLANNING  DEPART- 
MENT  MANAGER  AS  THE   CENTRALIZED   AUTHORITY 

The  planning  department  suffers  also  in  this  respect 
as  do  all  executive  offices.  But  another  reason  for 
the  great  difference  in  the  prominence  of  the  plan- 
ning department  in  industrial  organizations  is  the 
fact  that  it  is  a  newcomer,  and  tradition  operates 
against  too  great  extension  of  its  direct  influence. 

The  Typical  Organization  Charts.— Possibly  the 
clearest  manner  in  which  to  portray  the  many  ways 
in  which  the  planning  relates  to  the  entire  organiza- 
tion will  be  by  a  series  of  charts,  and  with  this  in 
mind  the  diagrams  shown  herewith  have  been  pre- 
pared. 

An  organization  where  the  planning  department 
manager  is  the  central  authority  in  all  matters  per- 
taining to  production  is  shown  in  Figure  96.  Here 
the  department  is  responsible  only  to  the  General 
Manager,  having  authority  over  the  superintendent, 


196 


PLANNING  AND  TIME  STUDY 


n 

General  Manager 

Office 
Manager 

Planning  Dept. 
Manager 

General 
Superintendent 

Purchasing 
Agent 

General  Sales 
Manager 

1 

I 

1"             1 

General 
Accounts 

Cost 
Department 

Foremen 

1 
1 

FIG.  97.     ORGANIZATION  CHART  SHOWING  FUNCTIONAL  RELATION 

OF  PLANNING  DEPARTMENT  TO,  BUT  WITHOUT  AUTHORITY 

OVER,  THE  GENERAL  SUPERINTENDENT 

as  well  as  over  the  purchasing  agent  and  the  cost  de- 
partment. 

An  organization  where  a  distinction  is  made  be- 
tween the  functions  of  the  planning  department  man- 
ager and  the  general  superintendent  is  represented 
in  Figure  97.  In  an  arrangement  of  this  kind  the 
planning  department  is  responsible  for  the  analysis 
of  orders  and  the  direction  of  their  completion  in 
so  far  as  they  bear  on  time  and  place.  But  the  gen- 
eral superintendent  has  charge  of  the  physical  means 
of  production,  the  provision  of  labor,  etc.,  and  the 
maintaining  of  quality,  and  so  on. 

Figure  98  shows  an  organization  where  the  plan- 
ning department  has  only  rudimentory  function.  It 
is  reduced  practically  to  the  status  of  special  clerical 
labor  such  as  is  done  in  the  timekeeping  or  stores 
department. 

The  charts  shown  cover  the  typical  division  of 
authority  which  governs  the  activity  of  the  plan- 
ning department.     Of  course  there  are  endless  pos- 


ORGANIZATION 


197 


1 

• 

General  Manager 

» 

Of  ice 
Manager 

General 

Superintendent 

Purchasing 
Agent 

■    General 
Sales  Manager 

1 

1 

r 

1 

1 

General 
Accounts 

Cost 
Department 

Planning 
Department 

Foremen  etc. 

1 

FIG.  98.     ORGANIZATION  CHART  SHOWING  THE  PLANNING  DEPART- 
MENT AS  SUBORDINATE  TO  THE  GENERAL  SUPERINTENDENT 

sibilities  in  such  charts  if  every  possible  arrange- 
ment of  subordinate  departments  were  shown,  but 
the  three  forms  presented  show  the  extremes  of  plan- 
ning functions  and  as  such  furnish  the  basis  of  this 
discussion. 

The  Ideal  Arrang^ement. — It  is  not  easy  to  state  the 
preferable  form  of  the  three  presented — I  have  seen 
individual  cases  where  one  or  another  of  the  three 
proved  most  helpful  and  successful.  However,  it  is 
not  necessary  here  to  recommend  dogmatically  any 
one  of  the  three,  but  it  is  desirable  to  consider  the 
tendencies  which  have  made  the  three  possible  and  to 
speculate  as  to  the  arrangement  which  will  ultimately 
dominate. 

Manufacture  is  a  traditional  affair,  and  there  are 
many  anomalies  in  its  method  which  cling  in  the 
face  of  change  and  tendencies.  The  general  super- 
intendent as  the  factotum  is  typified  in  most  plant 
organizations  of  the  past,  and  probably  still  domi- 
nates in  many  plants  today.     And  it  must  be  ad- 


198 


PLANNING  AND  TIME  STUDY 


ORGANIZATION 


199 


\ 


mitted  that  some  of  the  highest  commercial  successes 
have  been  developed  under  such  form  of  organiza- 
tion. In  fact,  there  are  many  plants  today,  operating 
with  high  returns  on  capital,  which  do  so  without 
the  semblance  of  a  planning  department;  the  manage- 
ments of  which  view  with  contempt  and  as  academic 
any  attempt  to  control  production  by  such  a  depart- 
ment. 

There  is  no  purpose  here  to  dispute  this  viewpoint. 
The  opening  chapter  of  this  volume  presented  the 
commercial  arguments  in  favor  of  the  function  of 
planning,  and  it  is  needless  to  repeat  them  here.  The 
point  is  only  made  because,  in  view  of  the  wide 
divergence  of  opinion  and  the  extent  of  prejudice, 
it  is  unwise  to  make  sweeping  assertions  in  support  of 
any  policy  or  method  on  the  organization  of  planning 
departments.  It  is  best  to  rest  on  the  unquestioned 
statement  that  no  field  presents  such  great  extremes 
of  success  and  failure  with  both  good  and  bad  pol- 
icies and  systems  as  the  field  of  manufacture.  The 
exception  is  always  paramount,  it  seems. 

Functional  Duties. — But  despite  this  range  in  con- 
temporary conditions  which  results  from  the  evolu- 
tion of  manufacture,  there  are  tendencies  in  modern 
manufacture  which  are  unmistakable  and  which  move 
with  certainty  and  power.  Possibly  the  chief  ten- 
dency is  that  toward  the  functional  division  of  duty. 
This  may  be  seen  in  the  use  of  the  employment  man- 
ager, who  usurps  the  traditional  right  of  foremen 
to  hire  and  fire,  but  who  has  been  evolved  because 
of  the  recently  learned  appalling  waste  which  the 
older  method  entailed.     It  is  seen  again  in  the  en- 


trance of  the  industrial  chemist  or  scienast,  who 
reduces  production  from  rule-of-thumb  and  secret 
formulae  to  an  open  page  where  are  found  the  tech- 
nological process  in  which  the  production  is  based. 
It  is  seen  also  in  the  safety  engineer,  the  welfare  de- 
partment, and  last — but  by  far  not  least — it  is  seen 
in  the  office  and  function  of  the  production  engineer 
or  planning  manager. 

This  trend  in  industrial  management  is  very 
marked.  And  as  the  organization  of  successful  cor- 
porations are  studied,  it  will  be  observed  that  the 
functional  form  of  organization  is  meeting  with  great 
commercial  success. 

Evolution  of  Planning  Department. — The  planning 
department  itself  will  be  found  in  every  stage  of  its 
evolution,  from  a  small  clerical  relationship  to  the 
superintendent,  to  the  control  of  the  entire  production 
organization.  Which  organization  to  adopt  of  the 
three  shown  for  a  new  installation  of  a  planning  de- 
partment is  largely  a  matter,  at  the  beginning  at  least, 
of  expediency,  although  even  the  expedient  should 
be  definitely  established  for  the  term  of  its  operation. 
Frequently  it  starts  as  a  small  adjunct  until  its 
service  is  established,  and  then  it  mounts  through  the 
stages  of  subordination  to  authority  and  complete 
control. 

The  Department  Head.— It  is  difficult  to  present 
any  kind  of  test  or  examination  whereby  it  would  be 
possible  to  determine  the  fitness  of  an  individual  for 
the  work  of  planning,  but  it  is  possible  to  state  the 
requirements  of  the  position  and  then,  either  by 
actual  trial  or  dependable  reference,  determine  how 


200 


PLANNING  AND  TIME  STUDY 


ORGANIZATION 


201 


a  candidate  squares  with  the  job  that  he  will  be  ex- 
pected to  fill. 

The  most  succinct  statement  which  I  have  seen  of 
the  requirements  of  the  planning  manager,  was  made 
by  R.  J.  Burke  in  the  Annals  of  the  American  Acad- 
emy of  Social  and  Political  Science,  who  describes  the 
qualifications  as  follows: 

Hence,  good  power  of  analysis  and  synthesis,  ability  to 
form  a  safe  average  judgment,  tactful  persistence  and  a 
retentive  memory  are  essential  qualifications  of  the  planner. 

The  ideal  planner  would  have  a  thorough  appreciation  of 
the  full  possibilities  of  men  (i.e.,  labor),  equipment  (ma- 
chines), supervisory  forces  and  responsibility,  and  be  able 
to  strike  the  best  practical  adjustment  between  the  desired 
volume  of  production,  various  elements  of  time,  promises 
given  and  accepted,  departmental  and  factory  co-ordination, 
and  obtain  maximum  production  and  quality  in  minimum 
time  and  cost,  with  least  effort  and  waste  to  the  various  fac- 
tors of  production. 

The  planning  manager  can  become  without  a  doubt 
an  extremely  important  executive.  There  are  striking 
cases,  as  in  the  Franklin  Motor  Co.,  where  individual 
brilliance  and  remarkable  capacity  have  brought  dis- 
tinction to  the  position.  The  selection  of  the  right 
man  for  the  position  is  of  inestimable  importance. 
In  the  course  of  many  installations,  I  have  seen  this 
statement  prove  out,  for  occasionally  success  has  hung 
in  the  balance  because  the  right  man  had  not  been 
picked  to  carry  on  the  work,  with  consequent  demoral- 
ization of  the  department. 

Internal  Organization. — ^When  once  the  proper  type 
of  man  is  secured  for  the  position  of  planning  de- 


partment manager,  the  next  point  for  consideration 
is  the  internal  organization  of  the  planning  depart- 
ment itself. 

As  has  been  stated  several  times  in  the  preceding 
chapters,  the  work  of  the  planning  department 
divides  among  the  three  functions  of  routing,  schedul- 
ing, and  dispatching,  and  in  carrying  out  the  three 
phases  of  the  work,  the  size  of  the  organization,  of 
course,  depends  upon  the  volume  of  the  business 
handled,  and  the  character  of  the  demand  and  the 
nature  of  the  processes. 

Generally,  the  planning  department  operates  with 
a  central  office.  There  the  major  details  are  deter- 
mined and  provided,  and  then  the  plans  developed 
are  executed  by  means  of  departmental  offices  of  the 
planning  department.  The  central  department  is  the 
point  of  control  and  the  place  of  issue  and  receipt 
of  all  instructions  pertaining  to  production.  The 
work  of  routing  and  scheduling  is  carried  on  there, 
and  dispatching  originates  and  is  transmitted  there- 
from to  the  department  stations  where  a  board  car- 
ries the  work  scheduled  and  assigned  by  the  central 
planning  department  in  the  manner  described  in  the 
preceding  chapter. 

It  is  very  desirable  to  have  a  definite  and  well 
arranged  station  for  the  departmental  representatives 
of  the  planning  department — booths  furnish  a  very 
desirable  equipment  for  the  work.  In  Figure  99, 
therefore,  I  am  presenting  a  sketch  of  a  production 
booth  which  was  designed  from  standard  size  metal, 
angles,  and  wire,  and  which  makes  an  economical  and 
satisfactory  construction. 


202 


PLANNING  AND  TIME  STUDY 


ORGANIZATION 


203 


Duties  of  Depaxtmental  Office.— The  division  of 
work  in  the  central  planning  department  office  varies 
according  to  the  number  of  individuals  in  the  depart- 
ment. This  in  turn  varies  with  the  volume  and  kind 
of  business,  but  the  division  of  authority  is  such  as 
shown  in  Figure  100. 

The  material  clerk  has  charge  of  all  stock  records. 
He  is  responsible  for  the  accuracy  of  the  records  and 


Planning  Dept.  Manager 


Material  Clerk 


Routing  Clerk 


±\ 


Scheduling  Clerk 


Despatching  Clerk 


Departmental 
Despatch  Clerk 


FIG.    100.      ORGANIZATION   CHART   SHOWING   DIVISIONS   OF 
AUTHORITY  WITHIN  THE  PLANNING  DEPARTMENT 

either  the  direct  follow-up  of  purchases  or  the  follow- 
up  of  the  purchasing  department.  This  clerk  enters 
all  receipt  of  material  on  the  stock  records,  and 
checks  production  orders  against  his  records  to  de- 
termine the  availability  of  stock.  He  posts  all  requi- 
sitions and  frequently  must  extend  them,  and  keeps 
a  running  balance  of  stock  on  hand  which  must  be  in 
a  state  of  constant  checking  by  actual  count  of  the 
material. 

The  routing  clerk  is  responsible  for  all  records 
in  connection  with  the  requirements  for  processing 
work.     He  is  responsible  for  the  completeness  and 


204 


PLANNING  AND  TIME  STUDY 


accuracy  of  the  operation  cards,  and  must  arrange 
to  provide  operation  cards  for  all  new  work. 

The  scheduling  clerk  has  in  charge  the  most  vital 
work  of  the  entire  planning  department,  and  it  is 
he  who  must  keep  in  constant  touch  with  the  chang- 
ing requirements  of  delivery,  make  all  promises, 
arrange  automatic  ticklers  on  promises,  and  so  sched- 
ule or  plan  the  work  as  to  meet  the  delivery  require- 
ments on  time  with  success  and  least  expense.  His 
work  is  the  high  point  of  the  department  effort,  and 
usually  requires  the  very  same  qualifications  as  those 
demanded  of  the  manager  of  the  department  himself. 

The  dispatching  clerk  directs  the  execution  of  the 
work  as  scheduled,  either  directly  or  through  assist- 
ants in  the  departments.  He  is  required  to  keep  in 
close  touch  with  the  scheduling  clerk  and  to  report 
all  difficulties  with  or  departures  from  the  schedule 
made. 

The  departmental  dispatchers  simply  operate  as 
described  in  the  preceding  chapter  and  execute  the 
orders  as  received  from  the  central  department. 

Recapitulation.— It  should  not  be  inferred  from  this 
discussion  of  duties  and  men  that  every  planning  de- 
partment requires  such  extreme  organization.  The 
main  point  is  the  division  and  the  character  of  the 
work  required.  Frequently,  if  the  plant  is  small,  all 
of  the  work  will  be  done  by  one  or  two  individuals— 
sometimes  by  the  planning  department  manager  him- 
self. 

In  general,  however,  it  is  'better  to  keep  this  man- 
ager, as  every  other  responsible  executive,  free  from 
detail,  and  simply  have  him  watchful  of  the  entire 


ORGANIZATION 


205 


panorama  of  production  as  carried  on  by  his  assist- 
ants, seeing  it  in  perspective  and  being  careful  of  the 
general  policies  on  which  the  production  or  planning 
is  conducted. 

This  completes  the  discussion  of  the  planning  de- 
partment organization,  and  the  remaining  portion  of 
this  treatise  will  be  devoted  to  a  detailed  description 
of  the  principles  established  in  the  foregoing  chap- 
ters, as  represented  by  the  installation  of  a  planning 
system  in  the  plants  of  several  different  types  of 
manufacture. 


AN  AUTOMOBILE  SPRINGS  FACTORY 


207 


CHAPTER  IX 

PLANNING  APPLIED  TO  THE  MANUFACTUEE 
OF  AUTOMOBILE  SPRINGS 

Nature  of  Business. — The  automobile  industry  is 
unique  in  many  respects,  but  its  outstanding  feature 
is  the  extreme  rapidity  of  its  development  and  the 
final  appearance  of  standard  part  production,  such 
as  springs,  axles,  motors,  and  so  on,  which  are  made 
by  individual  companies  and  sold  to  automobile 
manufacturers  for  the  assembly  of  their  cars. 

The  planning  system  about  to  be  described  was 
installed  in  one  of  the  leading  accessory,  or  standard 
part,  companies  which  has  enjoyed  remarkable  growth 
and  well-deserved  success.  The  part  made  is  the  flat 
leaf  spring.  The  keynote  of  the  prosperity  of  the 
company  was  contained  in  the  insistence  on  service 
which  the  directorate  maintained  and  which  ran 
through  the  entire  organization. 

The  actual  manufacturing  processes  were  simple — 
mechanically — and  few  in  number — about  seven  to 
fifteen;  but  they  necessitated  tlie  closest  technical 
control  in  the  heat  treatment  to  which  the  springs 
were  subjected.  This  care  was  exercised  by  a  very 
complete  metallurgical  laboratory  and  by  an  elaborate 
equipment  of  recording  pyrometers,  and  other  de- 
vices.    The  processes  themselves  involved  no  great 

206 


amount  of  time,  and  the  manufacture  might  be  stated 
to  have  what  is  termed  a  quick  turnover — only  a 
matter  of  four  or  five  days  from  raw  material  to 
completed  product. 

Demand  for  Product. — The  demand  was  represented 
by  a  great  variety  of  individual  specifications,  so 
that  the  product  was  very  unstandardized.  It  is  sur- 
prising that  automobile  springs  are  not  more  similar 
in  design  and  specification,  but,  practically,  not  one 
plate  in  a  spring  of  one  specification  is  identical  to 
the  plate  in  the  spring  of  another  specification.  This 
has  resulted  in  a  great  range  of  work  and  a  complex 
delivery  or  service  problem.  The  automobile  trade 
is  notable  for  the  shifts  and  extremes  in  its  demand 
for  service — a  factory  may  telegraph  for  express  de- 
livery and  al'jer  it  on  the  same  day  with  a  request 
for  delay  or  even  for  cancellation. 

It  was  the  exacting  requirements  of  this  demand 
as  well  as  the  desire  for  economy  that  led  this  com- 
pany to  introduce  the  planning  system  here  described. 
The  company  supplied  the  best  of  the  trade,  from 
the  smallest  to  the  biggest  consumers,  and  its  engi- 
neers were  constantly  in  touch  with  the  needs  of  its 
customers,  reporting  regularly  to  the  plant  office. 

To  summarize  this  description,  the  manufacture 
consisted  of  many  different  types  or  specifications  of 
springs  produced  on  orders  of  great  extremes  in  size, 
and  it  was  subject  to  and  ready  to  meet  the  many 
sudden  and  exacting  requirements  of  delivery. 

Master  Specification  Sheets.~The  system  installed 
started  with  the  receipt  of  orders  calling  for  springs 
of  definite  specifications.    These  orders  were  referred 


208 


PLANNING  AND  TIME  STUDY 


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COPY  D. — SHIPPING  ORIXER  RECORD 


AN  AUTOMOBILE  SPRINGS  FACTORY         209 


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FIG.    101.      COPY   C. — MATERIAL  ORDER  RECORD 


L\ 


210 


PLANNING  AND  TIME  STUDY 


to  the  engineering  department  which  examined  the 
specifications  and  prepared  a  master  specification 
sheet  from  which  blue  prints  were  made  as  required. 
(See  Figure  10,  page  60.) 

This  specification  sheet  gave  complete  manufactur- 
ing instructions  as  to  size  and  kind  of  steel  bolts, 
eyes,  shackles,  bushings,  etc.,  and  the  limits  of  the 
tests  which  the  spring  must  pass  before  acceptance. 
Hardly  any  point  in  manufacture  was  more  scrupu- 
lously observed  than  the  test,  and  no  spring  passed 
inspection  which  did  not  definitely  meet  the  testing 

limits. 

The  specification  sheet  also  indicated  the  unit  quan- 
tities, kind,  size,  etc.,  of  material  required  for  the 
particular  spring  it  represented,  in  the  manner  de- 
scribed later  in  this  chapter. 

The  Order  Record. — The  order  for  a  particular  spe- 
cification was  then  entered  on  an  order  register  which 
consisted  of  four  copies.  Figure  101,  A,  B,  C,  and  D. 
Copy  A  was  kept  in  the  office  as  a  master  record. 
On  it  was  posted  all  shipments  on  the  basis  of 
which  a  running  balance  of  unshipped  springs 
was  maintained. 
Copy  B  was  sent  to  the  planning  department  to 

inform  them  of  all  orders  received. 
Copy  C  also  was  sent  to  the  planning  department 
and  was  used  by  the  material  clerk  to  estimate 
material  requirements. 
Copy  D  was  sent  to  the  shipping  department 
which  kept  a  record  of  all  shipments  made  and 
so  had  before  it  at  all  times  the  status  as  re- 
gards unshipped  springs. 


AN  AUTOMOBILE  SPRINGS  FACTORY         211 

This  completed  the  routine  of  order  entry  and  the 
description  now  passes  to  the  procedure  in  the  plan- 
ning department  on  receipt  of  its  two  copies  of  the 
production  order. 

The  Production  Register. — The  data  on  Copy  B  of 
the  order  were  posted  on  a  sheet  (Figure  102)  known 
as  the  Production  Register,  which  showed  all  the 
orders  received  for  a  given  specification  as  well  as 
the  progress  in  the  filling  of  these  orders.  This  pro- 
duction register  also  had  a  resume  of  the  spring  speci- 
fication in  order  to  prevent  error  in  entry.  The 
actual  operation  of  this  production  register  will  be 
discussed  later. 

Record  of  Stock  Requirements. — ^^The  next  step  in 
the  handling  of  the  sales  or  production  orders  was 
to  estimate  the  material  requirements.  This  was 
.done  on  the  basis  of  Copy  C  of  the  order  register 
which  was  posted  on  the  Record  of  Stock  Require- 
ments shown  in  Figure  103.  Reference  to  this  form 
will  show  at  the  left  the  method  of  entering  an  order 
and  computing  the  requirements  as  to  steel  and  the 
further  use  of  the  form  to  show  the  quantity  sched- 
uled, etc.    The  form  operated  somewhat  as  follows: 

The  material  clerk  referred  to  the  specification  sheet 
covering  the  particular  spring  ordered.  The  specifi- 
cation sheet  showed  what  steel  was  required,  both 
kind  and  size  and  the  amount  of  each.  The  order 
was  then  entered  on  the  stock  sheet  of  that  kind  and 
size  of  steel,  and  the  amount  to  be  ordered  was 
entered  in  the  ** total  required"  column. 

Record  of  Operations. — This  describes  the  routine 
of  the  production  or  planning  department  up  to  the 


212 


PLANNING  AND  TIME  STUDY 


AN  AUTOMOBILE  SPRINGS  FACTORY 


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214 


PLANNING  AND  TIME  STUDY 


AN  AUTOMOBILE  SPRINGS  FACTORY         215 


point  of  actually  starting  production.  As  the  basis 
of  planning  it  was  of  course  necessary  to  have  on 
record  the  sequence  of  operations  for  each  spring 
specification,  the  equipment  on  which  it  was  made, 
and  the  unit  of  time  required  on  that  equipment  to 
produce  that  particular  specification. 

Operation  cards,  Figure  104,  were  made  for  this 
purpose  and  were  filed  by  specification  number.    The 


NAMP 

OPERATION   RECORD 

MODEL                       VCAR                       «pr<7iri<-ATi/M^  -  Ki<S 

STFPI                                          MPAT 

riNiRH 

NO.  PLATES                   PI  ATP-  NO                        | 

•PtKA- 
TIOM 

OriMATION 

01  rr. 

rnooucTivc  unit 

>OI»M  on 
PIXTURt  NO. 

•CTTiNO  ur 

AND 
TAKINa  C30WM 

TIME  ptn 

lOO 

MATIO 

1 

FIG.   104.      OPERATION   CARD 

card  itself  gives  further  description  of  the  spring 
and  then  shows  the  list  of  operations,  as  to  the 
sequence,  departments,  the  equipment  or  production 
unit,  and  the  time,  the  last  or  ** ratio''  column  show- 
ing the  relation  or  proportion  between  the  unit  times 
of  one  operation  to  the  preceding  one. 

The  operations  on  a  spring  varied  in  number  from 
eight  to  sixteen,  according  to  the  specification.  The 
principle  of  control  used  was  as  follows: 

Orders  were  divided  into  lots  for  convenience  of 
handling,  but  these  lots  could  not  be  based  on  a  uni- 
form number  of  springs  because  of  the  great  differ- 
ence in  weight  between  a  pleasure  car  and  a  truck 


FIG.     105.        TRUCK     LOAD     OF     AUTOMOBILE     SPRINGS,     SHOWING 
METHOD   OF  PILING   FINISHED   PRODUCT 

spring.  Hence,  a  truck  load  of  a  weight  of  3600 
pounds  was  used  to  measure  a  lot  unit,  and  the  num- 
ber of  springs  in  a  lot  was  determined  by  this  weight 
divided  by  the  individual  specification  weight  of  each 
spring. 

Dispatch  Cards. — Accordingly  the  work  was  routed 
through  in  lots  of  3600  pounds.  The  movement  was 
controlled  by  a  series  of  dispatch  cards  made  out 
for  every  operation,  as  illustrated  in  Figures  106  and 
107.  These  cards  were  3  by  5  inches  in  size.  A  set 
was  made  out  for  every  operation  of  every  lot  to  be 
produced   and   the   cards   were   filed   in   the   control 


I 


INTENTIONAL  SECOND  EXPOSURE 


214 


PLANNING  AND  TliME  STUDY 


point  of  actually  starting  production.  As  the  basis 
of  planning  it  was  of  course  necessary  to  have  on 
record  the  sequence  of  operations  for  each  spring 
specification,  the  equipment  on  which  it  w^as  made, 
and  the  unit  of  time  required  on  that  equipment  to 
produce  that  particular  specification. 

Operation  cards,  Figure  104,  were  made  for  this 
purpose  and  were  filed  by  specification  number.    The 


NIAMF 

OPERATION    RECORD 

MODFL                   YPAP                   cPFr-iPir-ATiriM    kin 

-      . 

STEEL                                HFAT 

,    FINISH                      NO  PI  ATFS 

PLATE  NO                         1 

OFCAATION 

OIPT 

^WOOUCTIVt    UNIT 

FORM  OK 
FIXTURE  NO 

SITTtNO  UF 

ANO 

TAKING  DOWN 

TIME  wtm 
too 

MATIO    1 

FIG.    104.      OPERATION    CARD 

card  itself  gives  furtlier  description  of  the  spring 
and  then  shows  the  list  of  operations,  as  to  the 
sequence,  departments,  the  equipment  or  production 
unit,  and  the  time,  the  last  or  ** ratio''  column  show- 
ing the  relation  or  proportion  between  the  unit  times 
of  one  operation  to  the  preceding  one. 

The  operations  on  a  spring  varied  in  number  from 
eight  to  sixteen,  according  to  the  specification.  The 
principle  of  control  used  was  as  follows: 

Orders  were  divided  into  lots  for  convenience  of 
handling,  but  these  lots  could  not  be  based  on  a  uni- 
form number  of  springs  because  of  the  great  differ- 
ence in  weight  between  a  pleasure  car  and  a  truck 


AN  AUTOMOBILP]  SPRINGS  FACTORY  215 


FIG.     105.        TRUCK     LOAD     OF     AUTOMOBILE     SPRINGS,     SHOWING 
METHOD   OF  PILING   FINISHED   PRODUCT 

spring.  Hence,  a  truck  load  of  a  weight  of  3600 
pounds  was  used  to  measure  a  lot  unit,  and  the  num- 
ber of  springs  in  a  lot  was  determined  by  this  weight 
divided  by  the  individual  specification  weight  of  each 
sjjring. 

Dispatch  Cards. — Accordingly  the  work  was  routed 
through  in  lots  of  3600  pounds.  The  movement  was 
controlled  by  a  series  of  dispatch  cards  made  out 
for  every  operation,  as  illustrated  in  Figures  106  and 
107.  These  cards  were  3  by  5  inches  in  size.  A  set 
was  made  out  for  every  operation  of  every  lot  to  be 
produced   and   the   cards   were   filed   in   the   control 


216 


PLANNING  AND  TIME  STUDY 


board  shown  in  Figures  108  and  109,  according  to 
specification,  lot  numbers,  and  operations,  respec- 
tively. 

As  illustrative  of  a  set  of  these  dispatch  cards  the 
operations  on  a  certain  spring  are  listed  herewith — 
a  card  being  prepared  for  each  operation. 

Shear 

Eye  form  (main  plate  only) 

Eye  ream  (main  plate  only) 

Punch  center  hole  (main  plate  only) 

Trim 

Punch  center  hole 

Grind 

Camber 

Anneal 

Open  test 

Assemble 

Finish  test 

The  main  plate  operations  involved  a  different  rout- 
ing, and  the  main  plates  were  kept  on  a  separate 
truck,  the  two  trucks  meeting  and  combining  at  the 
cambering  operation. 

The  color  of  the  dispatch  cards  was  yellow  for 
regular  production;  but  whenever  a  rush  lot  became 
necessary,  a  set  of  red  dispatch  cards  were  made  out. 
Eed  meant  precedence  in  the  shop,  and  whenever  a 
red  dispatch  card  appeared  it  was  handled  imme- 
diately. The  work  tag  in  such  a  case  was  also  red. 
This  made  the  lot  in  question  appear  very  distinctly 
on  the  floor  and  assisted  the  move  man  or  trucker 
to  locate  it. 


AN  AUTOMOBILE  SPRINGS  FACTORY 


217 


SPEC.   135 


DATE 

LOT       37 


NUMSrR  OF 
SPftlNCS 


100 


SHEAR 


NUMBER  or 
PtATCS 


500 


PUTE 
NOS. 


3-7 


STtfL  TO  BE  USED 


REG.  GRADE      SUBSTITUTE 

El 


WIDTH 

2 


SHEAR  FROM 


CROPPINCS 


LOC   IN| 


WEIGHT 


SECT 


SCRAP  PRODUCED 
FROM  CROPPINCS 


FULL  BARS     SECT 


SCRAP  PRODUCED 
FROM   FULL  BARS 


TOTAL  WEIGHT 


GAUGE 


WEIGHED  BY 


ENTERED  ON 
STEEL  RECORD 


ENTERED  ON 
PROD    RECORD 


CHECKED  BY 


DATE 


DATE 


MAN'S  NO 


DATE 


PLATE  NOS. 


TOTAL 


SHEAR  FOREMAN 

CUT  FROM  STOCK  AS  ABOVE  DESICNATED 


STEEL  STOCK-KEEPER 


SPEC. 

135 

LOT 

37 

NO  SPRINCS  PCR  LOT 

100 

OPERATION 

CAMBER 

NO  SPRINGS  BttWSCO 

2100 

TO  FOLLOW                    718 
SPEC.  NO.                      '" 

ocn.MO. 

12 

DUE  TO  COMPLETE 

MACHNO. 

86 

CHANGE  TO 

CHANGE  TO 

PLATE                                    1  B 
NOS.                                       l-O 

TOTAL                                    OAA 
PLATES                                    *"' 

DATE 

EMP.  NO. 

NO.  OF  PLATE 

'  PLATE  NOS. 

UNIT 

N«.  1 

HNISHEO 

STARTED 

♦ 

ACTUAL  TIME 

EFFICIENCY 

ALLOWED  HME 

FIGS.  106  AND  107.      DISPATCH  CARDS 

Making  Out  the  Dispatch  Cards.— The  work  of 
making  out  these  cards  proved  to  be  enormous,  as 
hundreds  of  lots  had  to  be  prepared  for  entry  daily. 
At  first  an  attempt  was  made  to  do  this  work  with 
the  aid  of  rubber  stamps,  but  this  proved  too  labor- 
ious and  required  a  battery  of  clerks.  The  job  was 
considerably  shortened  by  using  the  commercial 
duplicator.  This  device  is  an  advanced  type  of  mime- 
ograph; thousands  of  cards  were  duplicated  on  it  in 
only  a  fractional  part  of  the  time  required  before  its 
use.  This  experience  is  mentioned  because  the  great 
clerical  labor  of  preparing  so  many  cards  in  this  plant 


2LS 


IM.AWiXC    AM)  TIMK   ST^1)^ 


I      I' 


JtlG.  108.      CABINET  OF  MAyTEH  CONTROL  BOAKDJ5 


AN  AUTOMOBILE  SPRINGS  FACTORY 


219 


tMU.  lOi).  LEAi'  OF  CONTROL  BOARD,  SHOWING  ARRANGEMENT  OF 

POCKETS 


220 


PLANNING  AND  TIME  STUDY 


AN  AUTOMOBILE  SPRINGS  FACTORY         221 


threatened  to  become  a  definitely  limiting  factor  to 
the  whole  scheme  of  control.  The  solution  of  the 
problem  through  the  use  of  the  duplicator  was  so 
relieving  that  this  description  would  be  incomplete 
if  its  value  under  the  circumstances  were  not  recog- 
nized and  stated. 

The  Control  Board.— The  control  board  itself  also 
was  a  development  from  several  trials,  which  are 
detailed  here  because  they  will  show  tHat  the  design 
of  a  system  or  the  mechanical  provisions  for  its  oper- 
ation are  frequently  a  series  of  rapid  developments, 
rather  than  immediate  and  complete  creations.  This 
statement  is  made  to  inform  the  student  reader,  and 
also  to  bring  to  the  interested  executive  the  fact  that 
system,  like  any  improvement,  is  a  continual  evolu- 
tion, only  at  a  more  rapid  rate  than  normal  pro- 
cedure. 

The  first  means  used  for  filing  these  cards  was  a 
box  file  divided  into  compartments  and  longitudinally 
divided  into  two  distinct  sides.  Each  compartment 
represented  a  lot,  and  as  the  lot  was  processed  the 
cards  covering  completed  operations  were  placed  in 
the  right  side,  the  cards  of  the  unfinished  operations 
in  the  left  side,  to  indicate  the  condition  of  the  lot 
and  of  all  the  lots. 

These  box  files  were  entirely  satisfactory  except 
for  the  fact  that  they  occupied  much  space;  on  that 
account,  however,  it  was  recognized  that  some  form 
of  vertical  pocket  file  was  desirable.  Designs  were 
made  of  a  revolving  cabinet  with  butterfly  panels, 
consisting  of  sheet  steel  pockets,  constructed  on  the 
principle  of  time-card  racks.    But  the  best  solution — 


PIG.  110.     SHEARING  OPERATION 

a  plan  for  a  control  board — came  from  the  gifted 
manager  of  the  planning  department,  and  it  was  car- 
ried into  effect  as  shown  in  the  photographs,  Figures 
108  and  109. 

This  control  board  consists  essentially  of  a  metal 
cabinet  into  which  fit  twenty  sliding  panels;  each 
panel  is  about  30  inches  wide  and  50  inches  high. 
The  panels  themselves  are  supported  on  a  metal 
frame,  but  the  pockets  are  formed  by  the  seaming 
together  of  leather  cloth,  layer  on  layer.  Thus  there 
are  in  each  panel  about  480  pockets  to  a  side,  about 
19,200  in  the  entire  cabinet.  The  control  board  is 
notable  for  a  combination  of  capacity  with  excep- 
tional compactness;  the  floor  space  required  is  only 
three  feet  by  six  feet. 


INTENTIONAL  SECOND  EXPOSURE 


220 


PLANNING  AND  TIME  STUDY 


ti  I 


threatened  to  become  a  definitely  limiting  factor  to 
the  whole  scheme  of  control.  The  solution  of  the 
problem  through  the  use  of  the  duplicator  was  so 
relieving  that  this  description  would  be  incomplete 
if  its  value  under  the  circumstances  were  not  recog- 
nized and  stated. 

The  Control  Board.— The  control  board  itself  also 
was  a  development  from  several  trials,  which  are 
detailed  here  because  they  will  show  that  the  design 
of  a  system  or  the  mechanical  provisions  for  its  oper- 
ation are  frequently  a  series  of  rapid  developments, 
rather  than  immediate  and  complete  creations.  This 
statement  is  made  to  inform  the  student  reader,  and 
also  to  bring  to  the  interested  executive  the  fact  that 
system,  like  any  improvement,  is  a  continual  evolu- 
tion, only  at  a  more  rapid  rate  than  normal  pro- 
cedure. 

The  first  means  used  for  filing  these  cards  was  a 
box  file  divided  into  compartments  and  longitudinally 
divided  into  two  distinct  sides.  Each  compartment 
represented  a  lot,  and  as  the  lot  was  processed  the 
cards  covering  completed  operations  were  placed  in 
the  right  side,  the  cards  of  the  unfinished  operations 
in  the  left  side,  to  indicate  the  condition  of  the  lot 
and  of  all  the  lots. 

These  box  files  were  entirely  satisfactory  except 
for  the  fact  that  they  occupied  much  space;  on  that 
account,  however,  it  was  recognized  that  some  form 
of  vertical  pocket  file  was  desirable.  Designs  were 
made  of  a  revolving  cabinet  with  butterfly  panels, 
consisting  of  sheet  steel  pockets,  constructed  on  the 
principle  of  time-card  racks.    But  the  best  solution— 


\ 


AN  AUTOMOBILE  SPRINGS  FACTORY 


221 


1 


FIG.  110.     SHEARING  OPERATION 

a  plan  for  a  control  board — came  from  the  gifted 
manager  of  the  planning  department,  and  it  was  car- 
ried into  effect  as  shown  in  the  photographs.  Figures 
108  and  109. 

This  control  board  consists  essentially  of  a  metal 
cabinet  into  which  fit  twenty  sliding  panels;  each 
panel  is  about  30  inches  wide  and  50  inches  high. 
The  panels  themselves  are  supported  on  a  metal 
frame,  but  the  pockets  are  formed  by  the  seaming 
together  of  leather  cloth,  layer  on  layer.  Thus  there 
are  in  each  panel  about  480  pockets  to  a  side,  about 
19,200  in  the  entire  cabinet.  The  control  board  is 
notable  for  a  combination  of  capacity  with  excep- 
tional compactness;  the  floor  space  required  is  only 
three  feet  by  six  feet. 


222 


PLANNING  AND  TIME  STUDY 


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AN  AUTOMOBILE  SPRINGS  FACTORY         223 

The  cards  are  filed  in  this  control  board  vertically 
by  lot  number,  and  horizontally  by  operations,  and 
the  first  step  in  production  is  to  send  the  first  card, 
or  shear  card,  to  the  stock  room.  This  shear  card 
shows  whether  the  steel  used  is  to  be  croppings  or 
steel  from  full  bars,  and  also  indicates  from  where 
it  is  to  be  taken.  The  stock  keeper  gives  the  card 
into  the  hands  of  the  foreman  of  the  first  depart- 
ment— the  shear  department. 

Record  af  Stock  Withdrawals. — It  will  be  well  to 
consider  at  this  point  the  stock  record  used  for  the  steel, 
shown  in  Figure  111.  This  record  shows  for  each 
kind  and  size  of  steel  the  withdrawals  as  indicated 
by  the  shear  card,  the  amount  of  steel  in  transit,  and 
the  receipts;  given  this  information,  the  actual  quan- 
tity on  hand  may  be  readily  ascertained.  The  record 
further  shows  that  the  amount  of  material  has  been 
kept  at  a  minimum,  as  described  at  length  in  the 
Chapter  IV,  dealing  with  material.  The  calculation 
of  the  minimum  is  based  upon  an  estimate  of  demand, 
made  in  order  to  ascertain  the  probable  requirements; 
then  a  definite  proportion  of  this  total  is  established 
as  a  reserve,  calculated  according  to  the  time  re- 
quired to  deliver.  For  instance,  assume  that  the  total 
requirements  for  six  months'  sales  of  a  given  size  of 
steel  is  600,000  pounds,  and  that  the  time  of  mill 
transit  is  60  days.  Then  the  minimum  would  be  set 
as  2/6,  or  1/3,  of  the  total  amount  required,  or  at 
200,000  pounds. 

Work  Tags.— As  the  material  is  sheared,  it  is 
placed  on  two  trucks,  one  for  main  plates  which  take 
a  special  routing,  and  one  for  the  other  plates.  These 


If'"« 


'm\ 


224 


PLANNING  AND  TIME  STUDY 


LOT 


Number  of  SPRINGS 


PLATES 


SHORTAGES 


Re- 
bound 


Half 
Plate 


Main 


8 


10 


11 


12 


13 


14 


15 


16 


17 


18 


REMARKS:- 


PIG.  112.     WORK  TAG 

trucks  have  a  large  ticket-holder  that  projects  above 
the  truck  itself,  and  in  this  holder  is  placed  a  work 
tag  some  seven  inches  square  (Figure  112),  the  ap- 
pearance of  which  may  be  better  appreciated  if  the 
reader  will  refer  to  the  photograph,  Figure  113. 

This  work  tag  shows  in  large  type  the  order,  lot, 
and  order  numbers,  and  in  smaller  type  the  details 
as  to  the  number  and  kind  of  springs.  The  object  of 
this  striking  '* signal' '  is  to  assist  the  search  of  the 
trucker  when  he  is  directed  to  secure  a  given  lot 
called  for  on  the  3"  x  5"  dispatch  cards.    It  is  possible 


AN  AUTOMOBILE  SPRINGS  FACTORY         225 


PIG.   113.      SHOWING  WORK  TAG  IN  PLACE  ON   TRUCK 

to  read  these  work  tags  from  a  considerable  distance; 
naturally  they  greatly  facilitate  the  movement  of  the 
goods  and  help  to  prevent  confusion  of  trucks  and 
other  mistakes. 

The  shear  card  is  next  returned  to  the  planning 
department  and  replaced  in  the  pocket  from  which  it 
was^  originally  taken.  Its  return  indicates  the  com- 
pletion of  this  operation,  and  releases  the  cards  cov- 
ering the  next  operation,  which  are  then  sent  to  the 
forge  foreman  who  places  them  in  a  box  in  one  of 
the  various  departments  in  which  the  production 
takes  place.  These  cards  are  taken  by  the  foreman 
and  presented  to  the  timekeeper,  who  considers  their 
receipt  as  a  formal  notice  to  do  the  work.  The  time 
of  starting  and  finishing  the   work  is  stamped   on 


INTENTIONAL  SECOND  EXPOSURE 


'U 


224 


PLANNING  AND  TIME  STUDY 


SPEC. 


LOT 


Number  of  SPRINGS 


PLATES 


SHORTAGES 


Re- 
bound 


Half 
Plate 


Main 
Plate 


10 


11 


12 


13 


14 


15 


16 


17 


18 


I 


REMARKS:- 


PIG.  112.     WORK  TAG 

trucks  have  a  large  ticket-holder  that  projects  ahovo 
the  truck  itself,  and  in  this  holder  is  placed  a  work 
tag  some  seven  inches  square  (Figure  112),  the  ap- 
pearance of  which  may  he  better  appreciated  if  the 
reader  will  refer  to  the  photograph,  Figure  113. 

This  work  tag  shows  in  large  type  the  order,  lot, 
and  order  numbers,  and  in  smaller  type  the  details 
as  to  the  number  and  kind  of  springs.  The  object  of 
this  striking  '* signal''  is  to  assist  the  search  of  the 
trucker  when  he  is  directed  to  secure  a  given  lot 
called  for  on  the  3"  x  5"  dispatch  cards.    It  is  possible 


AN  AUTOMOBILE  SPRINGS  FACTORY         225 


FIG.   113.      SHOWING   WORK   TAG  IN  PLACE  ON   TRUCK 

to  read  these  work  tags  from  a  considerable  distance; 
naturally  they  greatly  facilitate  the  movement  of  the 
goods  and  help  to  prevent  confusion  of  trucks  and 
other  mistakes. 

The  shear  card  is  next  returned  to  the  planning 
department  and  replaced  in  the  pocket  from  which  it 
was^  originally  taken.  Its  return  indicates  the  com- 
pletion of  this  operation,  and  releases  the  cards  cov- 
ering the  next  operation,  which  are  then  sent  to  the 
forge  foreman  who  places  them  in  a  box  in  one  of 
the  various  departments  in  which  the  production 
takes  place.  These  cards  are  taken  by  the  foreman 
and  presented  to  the  timekeeper,  who  considers  their 
I'eceipt  as  a  formal  notice  to  do  the  work.  The  time 
of  starting  and  finishing  the   work  is  stamped   on 


226 


PLANNING  AND  TIME  STUDY 


AN  AUTOMOBILE  SPRINGS  FACTORY 


227 


them.  As  operations  are  completed  the  cards  are 
filed  in  a  ''finished-work''  box  and  collected  by  a 
messenger,  who  makes  a  tour  of  the  shop  every  half- 
hour,  removes  the  cards  covering  the  finished  work, 
and  delivers  cards  covering  new  work. 

When  these  cards  are  returned  to  the  planning  de- 
partment they  are  filed  in  their  respective  pockets, 
and  their  presence  indicates  the  completion  of  the 
operation  to  which  they  refer.  The  board  thus  shows, 
by  means  of  the  returned  cards,  on  which  lots  opera- 
tions have  been  completed.  The  empty  pockets  indi- 
cate what  operations  are  in  process,  and  the  cards 
under  these  empty  pockets  showed  what  operations 
have  yet  to  be  processed.  In  this  manner  the  con- 
trol board  reflects  the  status  of  every  lot  in  process 
of  production,  and  when  demands  come  for  emer- 
gency service,  or  foremen  wish  instructions  in  regard 
to  delayed  work,  consultation  of  this  board  shows 
how  many  lots  of  the  particular  specification  affected 
are  in  process,  where  each  lot  is,  and  how  far  toward 
completion  the  work  has  been  carried.  Upon  com- 
pletion of  the  last  operation,  as  shown  by  the  return 
of  the  inspection  card,  the  entire  set  of  cards  for 
that  particular  lot  is  removed  from  the  board. 

The  plant  in  question  operated  continuously  for 
twenty-four  hours.  It  was  necessary  to  have  a  repre- 
sentative of  the  planning  department  on  duty  at  all 
times,  and  at  least  one  reported  for  each  of  the  night 
shifts  and  handled  the  filing  and  delivery  of  these 
cards. 

Record  af  Production. — The  foregoing  description 
covers  the  method  of  stimulating  and  controlling  pro- 


duction. At  this  point,  before  passing  to  a  considera- 
tion of  other  records,  I  wish  to  call  attention  to  the 
fact  that  every  card  which  gave  directions  for  work 
in  connection  with  any  operation  on  a  particular  lot 
and  spring,  showed  the  time  allowed  for  that  opera- 
tion. Also,  the  card  was  stamped  to  show  the  time 
of  starting  and  finishing;  and  thus  the  elapsed  or 
actual  time  consumed  by  the  operation  was  obtained. 
The  relation  between  the  actual  and  the  allowed  time 
gave  the  efficiency  in  per  cent  of  the  operation.  For 
instance,  assume  that  a  time  of  1.4  hours  had  been 
allowed  on  some  operation,  and  that  the  actual  time 
spent  on  that  operation  was  1.6  hours.  Then  the 
efficiency  would  be  represented  by  E  =  S  -t-  A,  or 
efficiency  would  equal  standard  time  divided  by 
actual  time:  that  is,  E  =  14/16  =  87.5  per  cent  effi- 
ciency. 

This  record  not  only  indicated  how  closely  the 
schedule  time  was  approximated,  but  it  also  showed 
the  individual  efficiency  of  the  operative  and  hence 
gave  a  valuable  record  whereby  to  judge  the  efficiency 
not  only  of  the  individual  men  but  also  of  each  unit 
as  compared  with  all  the  others.  In  explanation  of 
the  word  unit,  it  should  be  stated  that  equipment  had 
been  arranged  according  to  the  unit  system  as  dis- 
cussed in  Chapter  V,  Equipment,  and  lots  were  defi- 
nitely processed  in  one  of  several  units. 

Production  Schedule. — ^As  the  cards  were  returned 
from  the  shop,  indicating  the  completion  of  the  oper- 
ation for  which  they  called,  they  were  posted  on  an 
operating  report,  shown  in  Figure  114.  This  report 
was  a  kind  of  daily  docket  showing  everything  which 


i 


228 


PLANNING  AND  TIME  STUDY 


I'l 


Operating    Report 

1 

~ 



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- 

- 

- 

■~--t 

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■■ 

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§ 


AN  AUTOMOBILE  SPRINGS  FACTORY 


229 


had  been  done  on  the  lots  processed  during  the  day, 
and  it  was  used  as  an  accumulative  record  for  subse- 
quent posting  on,  the  production  register,  mentioned 
earlier  in  this  chapter. 

If  the  reader  will  now  refer  to  this  production  reg- 
ister (Figure  102)  he  will  note  that  there  is  space 
in  which  to  post  the  passage  of  every  lot  through 
every  operation,  and  that  there  is  also  space  in  which 
to  show  what  lots  have  been  completed.  The  record 
thus  provided  was  an  accurate  inventory  of  all 
process  goods  and  showed  the  complete  history  of  all 
orders  'by  specifications.  It  was  used  as  the  basis 
of  the  production  schedule  according  to  which  the 
manufacture  was  conducted.  At  the  top  of  the  pro- 
duction register  there  is  a  place  for  the  entering  of 
all  orders  received  and  for  a  tabulation  of  them  by 
months. 

The  orders  received  were  executed  by  months  and 
according  to  requirements  of  deliveries  as  requested 
by  customers;  the  form  used  was  that  shown  in  Fig- 
ure 115.  The  total  of  all  the  monthly  specifications 
gave  the  total  production  requirement.  The  produc- 
tion schedule  having  been  fixed,  the  capacity  of  the 
units  and  of  the  equipment  was  carefully  determined 
to  ascertain  whether  it  would  be  possible  to  meet  the 
demand.  If  this  investigation  proved  that  the  sched- 
ule time  fixed  was  either  greater  or  less  than  the 
units  and  the  equipment  warranted,  the  schedule  had 
to  be  changed  accordingly. 

If  it  was  necessary  to  reduce  the  schedule,  care 
was  taken  to  consider  the  relative  importance  of  indi- 
vidual customers,  and  an  attempt  made  to  cause  the 


,1 


230 


PLANNING  AND  TIME  STUDY 


AN  AUTOMOBILE  SPRINGS  FACTORY 


231 


least  possible  inconvenience  and  disappointment — that 
is,  to  satisfy  the  trade  so  far  as  possible.  The  chang- 
ing of  the  schedule  or  program  of  production  accord- 
ing to  the  capacity  of  the  units  and  the  equipment 
was  accomplished  by  means  of  the  operation  cards 
as  discussed  in  Chapter  VI,  Control  Mechanism. 
When  a  schedule  had  been  developed  which  would 
comply  with  customers'  requirements  and  also  occupy 
the  equipment  to  best  advantage,  it  was  further  ad- 
justed so  as  to  apply  to  each  individual  unit;  then 
the  week's  production  schedule  for  every  unit  was 
posted  on  the  respective  bulletin  boards.  This  sched- 
ule indicated  the  specifications,  lots,  and  so  on,  which 
each  of  the  three  shifts  in  each  unit  were  to  work 
upon,  and  it  showed  also  the  standard  time  w^hich 
had  been  set  and  to  which  each  shift  was  supposed 
to  conform. 

Importance  of  Control  and  Dispatching.— The  ex- 
planation just  given  shows  in  detail  the  principles 
in  accordance  with  which  the  protluction  of  this  com- 
pany is  planned  and  controlled.  I  wish  to  remind  the 
reader  at  this  point  that  the  plan  has  as  its  founda- 
tion the  merging  of  all  orders  that  are  for  material 
of  the  same  specifications,  and  the  carrying  on  of 
production  on  a  strictly  specification  basis. 

Now,  by  way  of  summary  and  review,  this  plan 
represents  the  first  active  step  taken  in  the  new  con- 
trol, and  it  supplanted  the  former  method  according 
to  which  each  sales  order  was  entered  as  a  separate 
manufacturing  order.  Before  the  new  plan  was 
adopted  it  frequently  happened  that  six  articles  for 
the  same  spring  would  be  in  process  at  the  same 


232 


PLANNING  AND  TIME  STUDY 


time,  and  when  an  attempt  was  made  to  determine 
the  quantity  of  any  one  specification  it  was  found 
almost  impossible  to  do  so. 

The  method  of  manufacturing  only  to  specification 
simplifies  control — especially  when,  at  the  same  time, 
the  quantities  to  be  produced  are  divided  into  lots. 
These  lots  can  be  readily  controlled,  and  their  limits 
can  be  easily  changed  according  to  changes  in  the 
rate  of  progress  in  their  production.  The  next  factor 
of  major  importance  in  the  system  is  the  dispatch- 
card  control.  The  exact  stage  of  every  operation  on 
every  lot  is  shown,  and  the  arrangement  in  the  con- 
trol file  makes  the  dispatching  sure,  and  yet  it  is  ad- 
justable to  changing  demand.  The  board  itself  is  a 
highly  ingenious  arrangement  and  is  extremely  effec- 
tive. The  collection  of  the  record  of  production  on 
the  production  register  gives  a  correct  record  of  the 
status  of  all  orders  as  well  as  the  location  of  the 
goods  in  process.  The  analysis  of  demand  to  deter- 
mine a  production  schedule  which  will  meet  require- 
ments shows  no  method  of  special  interest  or  novelty. 
Of  course  the  schedule  thus  prepared  is  the  basis  of 
the  preparation  of  the  dispatch  cards,  and  conse- 
quently the  impetus  to  actual  production. 

The  first  operation  in  the  production  of  a  spring 
is  the  shearing;  then  come  various  preparatory  oper- 
ations, after  which  the  spring  is  assembled  at  the 
cambering  machine.  The  cambering  operation  is  the 
one  in  which  the  curve,  or  camber,  is  given  to  the 
spring  by  a  process  of  heat  treatment;  it  is  the  crux 
of  spring  manufacture,  for  upon  the  results  depend 
both  the  rate  of  production  and  the  quality  of  the 


AN  AUTOMOBILE  SPRINGS  FACTORY         233 


FIG.   116. 


CAMBERING    AUTOMOBILE    SPRINGS    IN    A    CAMBERING 

MACHINE 


product.  Conveyor  furnaces  are  used  for  heating 
and  the  cambering  operation  is  performed  on  a  spe- 
cial machine  (Figure  116),  whereas  under  the  old- 
school  method  this  operation  was  one  of  hand-fitting. 

After  annealing,  the  springs  undergo  a  series  of 
fitting  operations;  then,  in  the  order  named,  come  a 
test,  assembly,  final  test,  and  shipment. 

Spoilage,  which  is  an  inevitable  part  of  production, 
is  recorded  on  the  form  shown  in  Figure  117;  there 
is  space  for  indicating  both  the  cause  of  spoilage  and 
the  quantity  of  material  to  be  replaced.  The  form  is 
designed  to  show  also  the  cost  of  the  spoilage.  When 
these  costs  are  extended,  the  reports  can  be  sorted 
and  tabulated  by  causes  and  the  amount  last  repre- 
sented by  these  causes;  further,  if  necessary  they  can 


INTENTIONAL  SECOND  EXPOSURE 


\i  k 


ill 


"I 


232 


PLANNING  AND  TIME  STUDY 


time,  and  when  an  attempt  was  made  to  determine 
the  quantity  of  any  one  specification  it  was  found 
almost  impossible  to  do  so. 

The  method  of  manufacturing  only  to  specification 
simplifies  control — especially  when,  at  the  same  time, 
the  quantities  to  be  produced  are  divided  into  lots. 
These  lots  can  be  readily  controlled,  and  their  limits 
can  be  easily  changed  according  to  changes  in  the 
rate  of  progress  in  their  production.  The  next  factor 
of  major  importance  in  the  system  is  the  dispatch- 
card  control.  The  exact  stage  of  every  operation  on 
every  lot  is  sliown,  and  the  arrangement  in  the  con- 
trol file  makes  the  dispatching  sure,  and  yet  it  is  ad- 
justable to  changing  demand.  The  board  itself  is  a 
highly  ingenious  arrangement  and  is  extremely  effec- 
tive. The  collection  of  the  record  of  production  on 
the  production  register  gives  a  correct  record  of  the 
status  of  all  orders  as  well  as  the  location  of  the 
goods  in  process.  The  analysis  of  demand  to  deter- 
mine a  production  schedule  which  will  meet  require- 
ments shows  no  method  of  special  interest  or  novelty. 
Of  course  the  schedule  thus  prepared  is  the  basis  of 
the  preparation  of  the  dispatch  cards,  and  conse- 
quently the  impetus  to  actual  production. 

The  first  operation  in  the  production  of  a  spring 
is  the  shearing;  then  come  various  preparatory  oper- 
ations, after  which  the  spring  is  assembled  at  the 
cambering  machine.  The  cambering  operation  is  the 
one  in  which  the  curve,  or  camber,  is  given  to  the 
spring  by  a  process  of  heat  treatment;  it  is  the  crux 
of  spring  manufacture,  for  upon  the  results  depend 
both  the  rate  of  production  and  the  quality  of  the 


AN  AUTOMOBILE  SPRINGS  FA(  TORY 


Zoo 


PIG.    116. 


CAMBERING    AUTOMOBILE    SPRINGS    IN    A    CAMBERING 

MACHINE 


product.  Conveyor  furnaces  are  used  for  heating 
and  the  cambering  operation  is  performed  on  a  spe- 
cial machine  (Figure  116),  whereas  under  the  old- 
school  method  this  operation  was  one  of  hand-fitting. 

After  annealing,  the  springs  undergo  a  series  of 
fitting  operations;  then,  in  the  order  named,  come  a 
test,  assembly,  final  test,  and  shipment. 

Spoilage,  which  is  an  inevitable  part  of  production, 
is  recorded  on  the  form  shown  in  Figure  117;  there 
is  space  for  indicating  both  the  cause  of  spoilage  and 
the  quantity  of  material  to  be  replaced.  The  form  is 
designed  to  show  also  the  cost  of  the  spoilage.  When 
these  costs  are  extended,  the  reports  can  be  sorted 
and  tabulated  by  causes  and  the  amount  last  repre- 
sented by  these  causes;  further,  if  necessary  they  can 


234 


PLANNING  AND  TIME  STUDY 


AN  AUTOMOBILE  SPRINGS  FACTORY         235 


n 


DEPT. 


SPOILED  OR  DEFECTIVE  WORK  REPORT 

WORK  TAG  NO 

DATE  


.191 


SPEC.  NO. 


OPERATION 


LOT  NO. 


PLATE  NO. 


NO.  OF  PL. 


8 


10 


11 


12 


13 


14 


CAUSE 


SIGNED 


MAN'S  NO. 


FOREMAN 


Both  Copies  must  be  sent  to   Production  Department  at  once 


PRODUCTION  DEPARTMENT 


REPLACE  ORDER  ENTERED 


SCHEDULE  ADJUSTED 


COST  DEPARTMENT 


LABOR 


EXPENSE 


MATERIAL 


TOTAL 


PIG.  117.      SPOILAGE  REPORT 

be  sorted  and  tabulated  according  to  the  units  in 
which  the  losses  took  place,  and  thus  a  comparative 
control  of  the  several  units  can  be  obtained. 

Activity  Reports. — The  foregoing  review  describes 
the  method  of  control  and  dispatching  and  the  keep- 
ing of  material  records.  In  conclusion  I  shall  pre- 
sent the  plan  for  certain  other  reports  which  were 
part  of  the  general  scheme. 

The  cambering  machines  represented  the  point  at 
which  the  rate  of  production  was  governed,  and  it 
was  therefore  necessary  to  keep  a  close  watch  on 
their  activity,  for  an  avoidable  idleness  represented 
a  needless  loss.  Accordingly  very  complete  activity 
reports  were  kept,  covering  the  operation  of  these 
machines.  The  form  used  is  shown  in  Figure  62,  page 
130.    These  reports  were  kept  by  the  three  shifts  and 


STOCK   RECORD 
OESCR'"'"""                                                                 cvMRrti                        wpi 

GHT  AND  C 

UIIKIIMI  IM 

iAIIGF,. 

lAiCI/^UT   V                                                                          1 

LOCATION 

ORDER    QUANTITY 



— 5-p-E  C  IF 

OATS     O'DIANO 

I  C  D 

OUANTITI 

DAT! 

Ft    £.C 
OIOIKNO 

E  1  V  E 

OUANTITT 

DATE 

SS  U 
O.K.II. 

E  D 

OUANTITT 

BALANCE 
DATt      OUAHTITT 

APPLItO  OIN  OKUtKS 
DATt     Out.  NO  I  OUANTITT 

DATC      QUANTrTY 

1 

FIG.  118.   STOCK  RECORD 

were  sent  daily  to  the  production  department,  where 
they  were  summarized  on  the  report  shown  in  Figure 
63,  page  131,  which  was  designed  to  show  the  total 
amount  of  idleness  of  the  machines  and  the  shifts, 
the  causes,  and  the  idle  time  of  each  shift  as  compared 
with  that  of  the  other  two. 

Miscellajieous. — The  records  used  in  connection 
with  the  handling  of  steel — which  was  of  course  the 
big  factor  in  expenditure — ^have  already  been  illus- 
trated and  described.  The  bushings  and  bolts,  and 
so  on,  as  well  as  the  supplies  were  recorded  in  some- 
what more  simple  form,  as  shown  in  Figure  118. 
This  card  was  kept  by  the  material  clerk  in  the  plan- 
ning department,  and  to  it  were  posted  all  receipts 
and  issues.  The  receipts  were  based  on  the  receiving 
report  (Figure  21,  page  77),  and  the  issues  were 
authorized  by  requisitions.  These  requisitions  were 
bound  in  books  of  convenient  (pocket)  size,  and  every 
foreman  was  provided  with  a  set. 

The  purchasing  of  supplies  and  the  like  was  ac- 
complished by  means  of  a  requisition,  and  the  sup- 
plies were  maintained  on  a  minimum   basis.     The 


236 


PLANNING  AND  TIME  STUDY 


IP  I 


steel  required  was  contracted  for  according  to  an 
estimate  based  on  the  judgment  of  the  president  and 
the  general  manager.  Current  specifications  were 
made  out  in  advance  from  the  monthly  requirements 
shown  in  the  production  register,  and  after  that  the 
record  of  the  movement  of  the  steel  was  carried  on 
the  steel  stock  record,  shown  and  described  in  the 
beginning  of  this  chapter. 

Shipments  were  made  as  the  springs  were  finished, 
and  except  in  the  case  of  customers  whose  orders 
were  very  large,  no  great  stock  of  finished  springs 
was  kept  on  hand. 

Summaiy. — ^^The  most  prominent  characteristic  of 
the  system  that  has  been  described  is  its  simplicity 
in  view  of  the  large  volume  and  great  diversity  of 
the  production  it  controlled.  The  principles  of  the 
production  schedule  are  clean-cut,  the  method 
whereby  that  schedule  is  carried  out  is  practical  and 
thorough,  and  the  results  are  what  would  naturally 
be  expected.  The  order  register  in  which  the  orders 
are  originally  entered,  the  production  register,  and 
the  control  board  give  a  complete  and  current  record 
of  the  unfilled  orders  and  show  precisely  the  stages 
of  the  operations  being  performed  with  a  view  to 
filling  those  orders.  The  stock  records  cover  com- 
pletely the  material  requirements;  they  include  the 
amount  of  detail  essential  to  clearness  without  in- 
volving so  much  as  to  make  the  records  complex. 
This  entire  system  of  planning  makes  production  a 
comparatively  simple  and  easily  managed  process, 
and  renders  it  possible  to  give  the  customer  the  great- 
est possible  satisfaction  with  respect  to  deliveries. 


CHAPTER  X 

ELEMENTS  OF  PLANNING  APPLIED  TO 
METAL-STAMPING  MANUFACTUKE 

The  Line  of  Manufacture. — The  planning  system 
detailed  in  this  chapter  was  designed  for  a  company 
which  makes  a  very  high-grade  line  of  metal  table- 
ware; the  product  comprises  chafing  dishes,  perco- 
lators, casseroles,  and  so  on,  the  finish  and  quality 
of  which  are  of  such  character  that  the  company 
stands  first  in  reputation  with  the  trade.  There  are 
over  five  hundred  different  articles  in  the  line,  rang- 
ing from  a  simple  holder  for  a  condiment  set,  to  a 
coffee  machine  of  several  complicated  parts. 

The  manufacturing  process  consists  essentially  of 
assembling  various  stamped  parts,  soldering  or  press- 
ing them  together,  and  then  buffing  and  plating  the 
article  thus  assembled. 

The  departments  of  manufacture  are  as  follows: 

Press  Department 
Spinning  Department 
Soldering  Department 
Automatic-Buffing  Department 
Plating  Department 
White-Metal  Department 
Hand-Buffing  Department 
Inspection  and  Finishing  Departments 

237 


238 


PLANNING  AND  TIME  STUDY 


A  METAL-STAMPING  FACTORY 


239 


The  line  is  composed  of  various  staple  articles, 
such  as  tea  kettles  and  coffee  pots,  and  other  articles 
of  a  somewhat  luxurious  nature,  such  as  coffee  ma- 
chines and  chafing  dishes,  (Figure  132).)  Demand  is 
stabilized  by  the  production  of  utilities  and  shows  a 
seasonal  trend  only  in  the  Fall  when  there  is  consider- 
able call  for  the  specialties.  Copper,  brass  and  alumi- 
num are  the  metals  used  in  the  manufacture,  and  they 
are  purchased  in  the  form  of  circles  of  very  many  dif- 
erent  diameters  and  gauges.  The  nature  of  the  raw 
material  makes  its  supply  a  very  difficult  purchasing 
problem,  and  the  control  of  the  supply  became  one  of 
the  first  objects  of  attack  in  the  installation  of  the 
production  system. 

Methods  of  the  Company. — The  stock  of  finished 
parts,  for  the  manufacture  of  the  various  articles, 
was  kept  on  a  minimum  basis,  which  was  estab- 
lished only  after  a  very  careful  estimate  of  demand 
had  been  made.  The  forecasting  of  the  demand 
for  a  line  partly  staple  and  partly  special,  when  the 
fluctuations  throughout  the  year  were  necessarily 
great,  imposed  a  very  difficult  task  upon  the  manage- 
ment. Fortunately  an  able  president  personally  as- 
sumed this  responsibility.  Complete  statistics  of  the 
sales  of  previous  years  were  at  hand,  and  these  statis- 
tics were  compiled  and  tabulated  very  much  accord- 
ing to  the  method  that  was  discussed  in  Chapter  III, 
Demand. 

With  these  data  before  him,  and  exercising  judg- 
ment of  the  highest  order,  the  product  of  many  years 
in  the  business,  the  president  prepared  the  estimate 
according  to  which  manufa-cture  was  conducted  and 


the  minimum  reserve  of  finished  stock  was  deter- 
mined. The  method  of  maintaining  a  minimum  re- 
serve of  finished  stock  was  employed  to  merge  the 
many  different  sales  orders  so  that  the  actual  pro- 
gram of  production  would  represent  uniform  orders 
and  hence  not  create  a  complex  and  varying  operating 

demand. 

Distribution  was  made  directly  to  retailers— a  sys- 
tem that  entailed  a  multitude  of  orders  involving 
almost  endless  combination  of  the  articles  manufac- 
tured and  considerable  variation  in  the  size  of  the 
shipments. 

The  New  System:  Sales  Orders.— In  presenting  the 
details  of  the  system  installed  in  this  particular  com- 
pany, I  believe  it  best  to  begin  with  the  receipt  of 
the  sales  orders. 

When  sales  orders  are  received  they  are  posted 
first  for  credit,  and  then  are  sent  to  the  order  depart- 
ment which  is  a  part  of  the  planning  department; 
upon  arrival  there  they  are  posted  on  the  card  shown 
in  Figure  119.  One  of  these  cards  is  kept  for  every 
individual  article  in  the  line,  and  as  the  orders  are 
received  they  are  applied  against  the  balance  which 
is  shown  by  the  card  to  be  on  hand.  Whenever  the 
balance  is  brought  below  the  minimum  that  is  indi- 
cated on  the  card,  the  order  department  issues  a  pro- 
duction order  for  the  quantity  that  has  been  contracted 
for,  which  the  card  also  shows  as  the  desirable  order 
quantity  to  be  produced. 

The  method  by  which  the  minimum  of  finished 
parts  and  the  order  quantity  is  determined,  is  this: 
Assuming  that  the  estimate  of  demand  is  that  given 


240 


PLANNING  AND  TIME  STUD^ 


A  METAL-STAMPING  FACTORY 


241 


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below,  the  minimum  is  calculated  as  so  many  days' 
supply  of  the  sales  for  the  particular  period. 


Casserole  No.  189 


ESTIMATE   OF    SALES 

1st           2nd  3rd  4th 

quarter     quarter  quarter  quarter 

. . .    40  doz.     60  doz.  50  doz.  80  doz. 


The  minimum  is  a  45-day  supply,  or  20  dozens,  for 
the  first  quarter;  it  changes  each  quarter.  The  pur- 
pose in  establishing  a  minimum  is  to  provide  a  quan- 
tity large  enough  to  meet  the  demand  for  a  length 
of  time  sufficient  to  allow  of  the  production  of  the 
desirable  order  quantity.  This  time  of  course  is  a 
direct  function  of  the  size  of  the  desirable  order 
quantity,  which  in  turn  is  a  complex  function  of  the 
variety  of  the  line,  the  nature  of  the  process,  the 
amount  of  '* changing  time''  (or  time  consumed  in 
setting  up  and  taking  down  tools,  and  so  on)  and 
the  requirements  of  delivery  of  material. 

The  determination  of  the  right  size  of  the  desirable 
order  quantity  is  one  of  those  problems  of  balance, 
or  selective  economy,  which  are  frequently  met  with 
in  husiness,  and  which  are  not  matters  of  direct 
measure  and  high  mathematical  solution  so  much  as 
of  instinctive  good  judgment  based  on  the  lessons  of 
extensive  practice  in  the  particular  line.  I  have  seen 
various  formulae  that  have  been  devised  with  the 
object  of  calculating  the  economical  size  of  order 
from  the  many  variables  represented  by  a  wide  line 
and  intricate  processes,  but  I  have  found  none  that 
is  completely  satisfactory.  In  the  particular  case 
under  discussion,  the  desirable  order  quantity  was 


242 


PLANNING  AND  TIME  STUDY 


A  METAL-STAMPING  FACTORY 


243 


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deduced  from  the  data  concerning  the  past  orders 
issued.  While  these  data  showed  great  range  in 
sizes  of  orders,  close  study  and  the  use  of  a  process 
of  selective  averages  made  it  possible  to  establish 
an  order  quantity  for  each  article  in  the  line. 

The  Farm  of  Order. — Now  let  us  consider  the  form 
of  order.  This  installation  was  of  the  same  type 
as  one  of  the  cases  described  in  the  Chapter  III, 
Demand:  that  is,  a  copy  of  the  specification  sheet 
was  used  as  the  production  order.  The  specification 
sheet  used  is  shown  in  Figure  120;  it  wais  prepared 
according  to  the  design  there  shown,  and  is  printed 
in  hectograph  ink.  This  sheet  gives  complete  details 
of  every  item  that  goes  into  the  production  of  the 
article  it  describes.  Every  part  number  is  shown, 
every  sub-  or  semi-assembly,  and  every  detail  in  con- 
nection with  the  material  used.  Not  only  are  the 
kind  and  size  of  material  specified,  but  also  the  cuts, 
and  so  on,  that  would  be  indicated  on  the  standard 
sheet  for  the  part  in  question. 

All  this  detail  is  typed  in  hectograph  ink,  the  com- 
plete specifications  are  then  duplicated,  and  a  specifi- 
cation sheet  for  every  article  in  the  line  is  kept  on 
file.  When  the  shipments  bring  the  stock  below  the 
allowable  minimum,  the  order  department  simply 
takes  the  proper  specification  sheet  from  the  file, 
fills  in  the  order  quantity,  a  serial  order  number,  date 
ordered,  and  date  wanted,  and  passes  the  specification 
sheet  to  the  planning  department. 

Ordering  Material. — ^Before  considering  the  routine 
of  the  planning  department  I  wish  first  to  take  up 
the  matter  of  ordering  material  which,  in  the  case  of 


244 


PLANNING  AND  TIME  STUDY 


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6 


A  METAL-STAMPING  FACTORY 


245 


this  firm,  is  one  of  great  difficulty  and  complexity.  It 
had  been  the  former  custom  of  the  management  to 
purchase  material  on  a  specification  basis,  established 
on  an  estimate  of  the  yearly  sales,  but  this  plan  had 
not  operated  very  successfully,  chiefly  for  the  reason 
that  deliveries  did  not  synchronize  with  the  actual 
production  requirements. 

The  first  step  in  the  determination  of  material 
requirements  is  to  make  an  analysis  of  the  finished 
product,  to  check  up  the  component  parts,  and  this 
is  accomplished  by  means  of  the  part  card  (Figure 
4,  page  48).  On  this  card  are  posted  all  the  finished 
articles  in  which  a  particular  part  is  used,  and  since 
the  keynote  of  economy  is  in  extensive  interchange- 
ability  and  duplication  of  parts,  usually  many  finished 
articles  are  posted  as  using  the  same  part.  Then  an 
estimate  is  made  of  the  probable  sale  of  each  of 
these  finished  articles,  and  that  estimate  is  extended 
to  include  the  total  quantity  of  the  finished  parts 
which  the  program  of  expected  sales  would  call  for. 

This  information  is  used  first  to  determine  what 
reserve  of  parts  should  be  carried  in  part  stock,  for 
the  manufacture  is  conducted  on  the  principle  of 
assembly  from  a  finished-part  stock.  This  record  of 
finished  parts  is  kept  in  a  form  which  will  be  de- 
scribed later;  the  immediate  point  to  be  discussed  is 
the  method  of  keeping  up  the  supply  of  raw  material 
and  the  records  involved. 

Material-Stock  Record.— The  best  way  to  present 
this  matter  is,  I  believe,  to  discuss  the  material-stock 
record  itself,  Figure  121.  If  the  reader  will  refer 
to  this  figure  he  will  see  that  the  information  con- 


246 


PLANNING  AND  TIME  STUDY 


cerning  the  use  of  the  material  is  transcribed  in  the 
column  on  the  extreme  left.  Here  are  shown  the 
part-name,  the  catalog  number,  the  piece  part-num- 
ber, and  the  '*cuts"  which  can  be  made  from  the 
particular  size  of  circle  or  sheet  of  metal.  That  is, 
the  stock  sheet  covers,  say,  a  large  metal  sheet,  and 
under  **Cuts"  is  shown  how  many  of  the  particular 
part  can  be  obtained  from  that  sheet.  That  informa- 
tion is  required  in  order  that  '* parts,"  in  terms  of 
which  the  quantities  are  estimated,  may  be  translated 
into  terms  of  the  unit  of  raw  material,  for  it  is  these 
terms  which  are  employed  in  the  purchasing  of  the 
parts. 

The  minimum  is  a  sixty  days'  supply;  the  minimum 
is  calculated  from  the  quantities  of  estimated  sales, 
and  is  estimated  anew  each  quarter.  This  minimum 
and  the  desirable  order  quantity  (or  unit)  are  posted 
at  the  bottom  of  the  record  opposite  the  caption  at 
the  left,  ** Notes,''  and  at  the  base  of  the  column 
headed  '*  Minimum  Quantities  &  Desirable  Order 
Units." 

The  needed  material  is  then  purchased  whenever 
the  available  balance  falls  below  the  minimum  that 
has  been  set,  and  at  that  time  the  size  of  the  order 
will  be  the  desirable  order  quantity.  The  record 
of  all  purchase  orders  is  kept  in  the  **  Material 
Ordered"  column,  in  which  the  sub-heads  are,  the 
requisition  number,  date  of  order,  date  of  shipment, 
** ordered  from,"  order  number,  and  amount.  Re- 
ceipts also  are  posted  in  the  raw-material  record,  as 
shown,  under  the  heading  ** Material  Received."  The 
form  of  purchase  order  used  is  shown  in  Figure  122. 


A  METAL-STAMPING  FACTORY 


247 


PURCHASE  ORDER 
TO 


ORDER  NOil663 

DATE 


IMPORTANT!     Ackn«wleda*  ThI*  Order  and  Advise  if  You  Will  PolTitively  Ship  On 

1         ■  -^  '  •■'■  ~~  ^-^ — ^ ~ 


SHIP  VIA 

MARK  SHIPMENT 

APPLY  AGAINST 

TERMS 

F.O.B. 

REQ.  NO. 


PLEASE  NOTE 

Mail  Invoiee  in  Dnplieate  and  alao  Bill  o»  Ladinc  with 
.Each  Shipment. 

Order  Number  and  Packiiw  Case  Numben  MiMt  Appear 
CO  Invoice. 


QUANTITY 


ITEMS 


PRICE 


FIG.  122.     PURCHASE  ORDER 


DUPLICATE  PURCHASE  ORDER 


Ta 


DATE  FIL€ 


SHIP  VIA 

MARK  SHIPMENT 

APPLY  AGAINST 

TERMS 

F.O.B. 

REQ.  NO. 


QUANTITY 


ORDER  N0.l6$3 
DAIE 


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r       I        I        I        I        I        I    SHIP  ON 

-     '  RUSH  ITEMS         "ll  QUANTITY 


ENTERED 

ACKNOWLEDGED 

PROMISED 


O.K.  FOR  RLE 


OATC 


F.O. 


ITEMS 


SHIPPED 


RECEIVED 


FIG.  123.     DUPUCATE  PURCHASE  ORDER 


248 


PLANNING  AND  TIME  STUDY 


A  METAL-STAMPING  FACTORY 


249 


It  is  made  out  in  duplicate;  the  original  goes  to  the 
dealer,  and  the  duplicate  is  used  for  the  purpose  of 
follow-up  and  also  in  maintaining  a  record  of  re- 
ceipts, and  so  on. 

Material  applied  is  handled  by  the  production  de- 
partment on  the  basis  of  production  orders  and  ac- 
cording to  a  system  which  will  be  described  when 
these  orders  are  considered  in  detail.  The  actual 
deliveries  are  posted  from  the  requisitions  indicating 
withdrawal  from  stock;  the  delivery  system  will  be 
described  later  in  this  chapter,  together  with  the 
handling  of  requisitions.  The  raw-material  sheet, 
then,  indicates  the  use  of  the  material  and  furnishes 
an  estimate  by  means  of  which  the  minimum  reserve 
may  be  fixed  and,  once  fixed,  may  be  regulated  on  a 
strictly  stock-sheet  principle.  In  other  words,  orders, 
receipts  and  actual  withdrawals  are  posted,  as  well 
as  applications,  so  that  an  actual  balance  and  an 
available  balance  are  reflected  at  all  times.  So  much 
for  the  method  of  supplying  material;  the  work  from 
this  point  on  becomes  essentially  a  matter  of  plan- 
ning effort. 

Part-Stock  Record. — ^If  the  reader  will  refer  to  the 
part  card  (Figure  4,  page  48)  and  the  estimate  of  sales 
shown  thereon,  he  will  notice  that  this  card  indicates 
the  total  quantity  of  each  part  which  the  estimate 
of  sales  has  forecast;  the  information  on  this  card 
constitutes  the  basis  for  the  decision  concerning  the 
minimum  number  of  parts  to  be  carried  in  stock. 
From  this  card  a  list  of  every  part  made  is  drawn 
up,  and  the  minimum  quantity  of  parts  is  posted  on 
that  list,  which  is  then  posted  on  the  part  stock  rec- 


ord (Figure  124).  For  every  part  that  is  made  there  is 
such  a  record,  which  is  filed  according  to  the  number 
of  the  part.  It  records,  in  addition  to  other  data,  the 
production,  by  quarters,  of  previous  years,  so  that  an 
excellent  basis  of  comparison  with  past  conditions  is 
always  at  hand.  The  record  itself  is  simple  in  prin- 
ciple; it  merely  indicates  all  production  orders  issued 
for  the  part,  all  receipts  in  stock,  all  deliveries,  and 
the  actual  balance  on  hand. 

This  part  stock  record  is  used  in  conjunction  with 
the  manufacturing  order  which,  as  may  be  recalled, 
is  made  out  in  the  form  of  a  specification  sheet  (Fig- 
ure 120).    Upon  the  receipt  of  such  a  manufacturing 
order,  the  part  stock  clerk  consults  the  part  record 
to  determine  the  number  of  parts  in  stock,  and  indi- 
cates in  the  columns  shown  thereon  whether  the  parts 
are  **in  stock,''  **on  production  order  number,"  or 
**on   purchase   requisition   number."     That   is,   if   a 
part  is  not  in  stock,  it  means  that  the  stock  is  below 
minimum  limit,  and  that  a  production  order  either 
must  be  isued  at  once  or  will  have  to  be  issued  in  the 
near  future.     If   a  production   order   is  needed   to 
secure  certain  necessary  parts,  it  is  made  out  and  the 
parts  are  indicated  according  to  their  respective  order 
numbers.     But  if  material  is  lacking  when  the  pro- 
duction order  (Figure  125)  is  applied  on  the  material 
record  (described  later  in  detail),  the  purchase  requisi- 
tion for  the  material  is  shown  on  the  manufacturing 
order  number. 

In  this  manner  it  is  shown  whether  all  the  parts 
referred  to  on  the  specification,  are  in  stock  or  not. 
The  work  in  connection  with  manufacturing  orders 


250 


PLANNING  AND  TIME  STUDY 


A  METAL-STAMPING  FACTORY 


251 


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FIG.   125.      PRODUCTION   ORDER 

is  closely  checked,  and  when  the  parts  are  ready 
the  orders  are  entered  for  detailed  planning  of  as- 
sembly; but  until  the  parts  are  ready  the  orders  are 
held  on  file  pending  their  completion  or  the  receipt 

of  material. 

Production  Orders.— Production  itself,  then,  con- 
sists of  two  distinct  phases:  the  production  of  parts 
and  sub-assemblies  to  stock;  and  the  production,  on 
final  assembly,  of  finished  articles  from  this  stock.  ^ 

The  form  of  order  used  for  authorizing  production 
is  shown  in  Figure  125;  yellow  cards  are  used  for 
assembly  orders  and  green  cards  for  part  orders. 
The  production  order,  which  is  entered  serially  by 
number,  describes  the  production  desired  and  gives 
the  date  on  which  the  goods  are  wanted.  Further, 
as  a  cross  reference  to  the  specification-sheet  manu- 


252 


PLANNING  AND  TIME  STUDY 


A  METAL-STAMPING  FACTORY 


253 


M 

MATERIAL  REQUISITION 

r*!  A«iCiPir-ATiOM 

No. 
Date 



DELIVER  TO  DEPT. 

QUANTITY 

DESCRIPTION 

UNIT 
PRICE 

TOTAL 
VALUE 

QUANTITY  OF 
SCRAP 

VALUE  OF 
SCRAP 

- 

MOTE-DO  NOT  08I  THl«  IICOOISITION  fOH                                           SIGNED                                                                           -.  .».^.^„    ^.^ 
MOn>  THAN  ONC  CLASSIPICAf  ION                                                                                                                                                              .  FI.AKHIHC    OCFT. 

FIG.    126.      MATERIAL  REQUISITION 

facturing  orders,  the  production  orders  indicate  to 
which  of  these  manufacturing  orders  it  is  committed, 
as  shown  in  the  column  on  the  manufacturing  order 
headed  **0n  Production  Order  Number."  The  dis- 
cussion has  now  brought  us  to  the  point  of  actual 
demand  against  production  (as  represented  by  the 
production  orders)  either  for  parts  or  for  assembly. 
The  next  consideration  is  the  manner  in  which  this 
demand  is  filled;  in  other  words,  the  processes  of 
scheduling  and  dispatching  call  for  our  attention 
here. 

Scheduling:  and  Dispatching. — The  basis  of  plan- 
ning is,  again,  the  operation  card,  which  is  made 
out  for  every  part  sub-assembly  and  final  assembly. 
This  card  is  complete,  showing  the  sequence  of  oper- 
ations, the  equipment  on  which  the  operation  is  per- 


formed, and  the  time  required  for  each  operation. 
The  size  of  the  production  orders  is  established  in 
order  that  splits  may  become  a  rare  necessity,  and 
it  is  the  purpose  to  process  the  full  quantity  of  the 
production  without  any  division  into  lots. 

The  first  step  in  the  planning  is  to  have  the  part 
production  orders  checked  against  the  material  rec- 
ord and  then  have  them  applied.    At  this  time  a  ma- 


/ 


c 


WORK  TAG 

ORDER  NO 

QUANTITY 

PART  NO 

ARTICLE 


j 


FIG.  127.     WORK  TAG 

terial  requisition  (Figure  126)  is  made  out  and  is 
clipped  to  the  production  order.  Then  a  full  set  of 
small  3"x5"  cards  is  made  out  for  each  operation 
which  has  to  be  performed  on  the  part  or  assembly, 
and  this  set  of  cards  is  filed  in  the  '*To  Do"  side  of 
a  box  file,  much  in  the  manner  as  that  described  in 
connection  with  the  previous  installation.  At  the 
same  time  a  work  tag  (Figure  127)  is  made  out 
(green  for  parts,  and  yellow  for  assembly  orders), 
and  this  tag  accompanies  the  work  through  the  plant 
as  a  badge  of  identity. 


254 


PLANNING  AND  TIME  STUDY 


A  METAL-STAMPING  FACTORY 


255 


I            = E 

U)     ^- ■ 

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Z       o^EE--: 

<         • E 

J           E 

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In  the  work  of  actual  scheduling,  the  first  thing 
to  do  is  to  consult  the  file  of  3"x5"  cards,  to  which 
are  attached  metal  signals  indicating  various  degrees 
of  urgency — thus,  red  for  *'Eush,''  white  for  ''Nor- 
mal,'* and  blue  for  ''Stock.'*  The  various  orders, 
marked  with  red,  white,  and  blue  tags  respectively, 
receive  attention  in  the  sequence  in  which  the  colors 
are  here  named.  The  object  of  scheduling  is  to  make 
it  possible  to  group  the  production  orders  which  the 
cards  have  signalled  as  requiring  planning.  When 
this  grouping  has  been  accomplished  the  operation 
cards  are  consulted;  from  them  the  time  required 
and  the  place  of  the  first  operation  are  determined, 
and  these  are  then  transcribed  to  the  planning  sheet 
shown  in  Figure  128. 

One  of  these  sheets  is  made  out  for  each  group 
of  equipment  consisting  of  similar  machines,  for  each 
individual  machine,  and  for  every  gang  of  hand 
operatives.  The  orders  are  entered  on  these  plan- 
ning sheets  for  the  first  operation,  and  are  extended 
on  the  sheets  to  show  graphically  the  occupation  of 
the  equipment  and  hence  to  project  the  demand  and 
vizualize  it  vividly  in  a  manner  which  would  be  im- 
possible if  only  memory  were  depended  upon.  Sheets 
are  used  instead  of  a  mechanical  board  because  they 
are  flexible  and  can  be  handled  somewhat  more  rap- 
idly in  this  case  than  any  type  of  board  which  could 
be  devised.  The  sheets  are  received  weekly  and  any 
unscheduled  orders  that  remain  on  any  week's  sheets 
are  copied  on  the  new  set  of  sheets  for  the  following 
week. 

When  the  first  operation  on  a  batch  of  production 


256 


PLANNING  AND  TIME  STUDY 


A  METAL-STAMPING  FACTORY 


257 


li 


OATK 

■— n 

1 

t^nnup                         1 

ELAPSED 
TIME 

MACH.   NO 

MAN'S  NC 

» 

FINISH 

HOUR 

TENTH 

HOURS 

TCHTMS 

ORDER  NO. 

OPERATION 

START 

P^INISH 

PART  NAME 

START 

* 

CHARGE  {si:;\o 

FINISH 

PART  NO. 

START 

PIECES 

MARK    X    HEMC 

FINISH 

START 

(MfN  iCt  ti  OOOt 

STRAISNT 
TIME 

RATE 

AMOUNT 

mCCS  ttAT« 

OAV  WOMK 

OOLLAOS 

CCNTS 

OVEMTIME 

TOTAL 
TIME 

FIG.   129.      TIME   CARD 

orders  has  been  scheduled  as  described  above,  a 
dispatch  stock  card  is  made  out,  which  is  also  a  time 
card  (Figure  129).  Before  this  dispatch  time  card 
is  sent  to  the  department,  the  requisition  and  the 
work  tag  are  sent  to  the  stock  department  by  way 
of  instruction  to  move  the  material.  The  stock- 
keeper  issues  the  required  material  and  sends  the 
work  tag  along  with  it.  The  requisition  is  returned 
at  once  to  the  planning  department  to  indicate  this 
movement  and  to  be  posted  on,  and  priced  from,  the 
material  record.  This  card  is  filled  out  to  show  the 
number  of  the  group  and  of  the  machine  that  figure 
in  the  operation,  and  then  the  various  other  descrip- 
tive details  concerning  the  order,  operation,  quantity, 
and  so  on,  are  added.  The  card  indicates  the  hour 
and  tenth  of  hour  at  which  the  work  is  to  be  started. 


I 


L 


tnner  Circ/e  -Hours 

Outer  Circle    -  Tenfhs  of  Hours 

nearest  Six  Minutes 

Can  be  mode,  fo  read  as  chse  as  necessary  up  fo 

Hundreths 


PIG.  130.      IMPROVISED  DECIMAL  CLOCK  DIAL 

In  connection  with  this  time  record  a  clock  with  a 
decimal  dial  is  used.  When  this  installation  was 
made  in  the  plant  in  question,  no  time  clocks  with 
decimal  dials  w^ere  available;  this  clock  was  impro- 
vised by  fastening  a  special  dial  to  the  face  of  an 
alarm  clock  (see  Figure  130). 

In  each  department  there  is  a  dispatch  board  (Fig- 
ure 131),  on  which  are  fastened  sets  of  clips,  one 
set  for  each  machine  group.  The  upper  set  repre- 
sents the  job  ahead;  the  middle  one,  the  job  waiting; 
and  the  lower  one,  the  job  in  process.  As  the  first 
operation  is  scheduled  and  the  dispatch  time  card  is 
prepared,  the  card  is  sent  by  messenger  to  the  board 
and  is  placed  in  the  **job  ahead"  clip,  unless  there 


258 


PLANNING  AND  TIME  STUDY 


A  METAL-STAMPING  FACTORY 


259 


I 


o 

m 


00 


0)    U 

o  o 

o 

cd  *" 
a>  ^ 

%■*  "^ 

;=:  -fi 

o  o 

C3   O 

ci<^  d 

53   © 


O) 


o 


s  -a- 


be 

"S  as 

>>? 

u  ^ 
o  ^ 


3 


O 
xti 
0) 

02  .*H 

2- 

a 
H  bo 


are  no  jabs  ahead,  in  which  case  it  is  placed  in  the 
**job  waiting''  clip. 

The  department  timekeeper — who  in  the  case  under 
consideration  was  also  the  representative  of  the  plan- 
ning department — assigns  work  from  this  board. 
When  a  machine  finishes  an  order  the  operative  re- 
ports to  the  timekeeper,  who  takes  the  dispatch  time 
card  from  the  *^job  waiting"  clip  and  compares  the 
scheduled  time  of  starting  with  the  actual  time.  In 
this  manner  a  direct  follow-up  of  the  accuracy  of  the 
schedule  is  obtained,  and  any  serious  falling  off  is  at 
once  reported  to  the  planning  department. 

When  the  job  is  finished,  the  timekeeper  indicates 
the  finishing  time,  and  the  card  is  collected  by  a  mes- 
senger who  makes  frequent  trips  through  the  plant. 
When  this  card  covering  completed  operation  arrives 
at  the  planning  department,  the  first  step  is  to  record 
the  movement  on  the  file  of  3''  x  5''  cards,  and  the 
card  covering  the  operation  finished  is  transferred 
from  the  **To  Do"  side  of  the  file  to  the  ** Com- 
pleted" side;  thus  the  card  showing  the  next  opera- 
tion to  be  done  is  brought  to  view.  The  dispatch 
cards  are  given  to  the  schedule  clerk,  who  has  pre- 
pared the  cards  for  the  next  operation  which  are 
sent  (exactly  as  in  the  case  of  the  first  operation) 
to  the  department  board  and  placed  in  the  **job 
ahead"  clip  that  represents  the  machine  to  be  used 
in  the  performance  of  the  **next  operation."  In  this 
manner  the  entire  manufacture,  as  represented  by  the 
production  orders,  is  scheduled  and  dispatched  with  a 
minimum  of  delay  and  the  fullest  possible  employ- 
ment of  the  equipment. 


INTENTIONAL  SECOND  EXPOSURE 


I 


ill 


258 


PLANNING  AND  TIME  STUDY 


t:r 


C  a; 


(L  Si 


o  x: .:;  (jj 


o 

Ok 


CO    Si-5 


■i->      !S 

T    *- 


2;: 

o  5 


3 


A  METAL-STAMPING  FACTORY 


259 


are  no  jobs  ahead,  in  which  case  it  is  placed  in  the 
**job  waiting '^  clip. 

The  department  timekeeper — who  in  the  case  under 
consideration  was  also  the  representative  of  the  plan- 
ning department — assigns  work  from  this  board. 
When  a  machine  finishes  an  order  the  operative  re- 
ports to  the  timekeeper,  who  takes  the  dispatch  time 
card  from  the  ^^job  waiting''  clip  and  compares  the 
scheduled  time  of  starting  with  the  actual  time.  In 
this  manner  a  direct  follow-up  of  the  accuracy  of  the 
schedule  is  obtained,  and  any  serious  falling  off  is  at 
once  reported  to  the  planning  department. 

When  the  job  is  finished,  the  timekeeper  indicates 
the  finishing  time,  and  the  card  is  collected  by  a  mes- 
senger who  makes  frequent  trips  through  the  plant. 
When  this  card  covering  completed  operation  arrives 
at  the  planning  department,  the  first  step  is  to  record 
the  movement  on  the  file  of  3"  x  5"  cards,  and  the 
card  covering  the  operation  finished  is  transferred 
from  the  **To  Do''  side  of  the  file  to  the  ^'Com- 
pleted" side;  thus  the  card  showing  the  next  opera- 
tion to  be  done  is  brought  to  view.  The  dispatch 
cards  are  given  to  the  schedule  clerk,  who  has  pre- 
pared the  cards  for  the  next  operation  which  are 
sent  (exactly  as  in  the  case  of  the  first  operation) 
to  the  department  board  and  placed  in  the  *'job 
ahead"  clip  that  represents  the  machine  to  be  used 
in  the  performance  of  the  **next  operation."  In  this 
manner  the  entire  manufacture,  as  represented  by  the 
production  orders,  is  scheduled  and  dispatched  with  a 
minimum  of  delay  and  the  fullest  possible  employ- 
ment of  the  equipment. 


■ 

V  r' 

if 

ll  ^ 


260 


PLANNING  AND  TIME  STUDY 


,-i.f» 


;^ 

c« 
.J 

W 

n 

Q 
M 

o 

p 
o 


02 


CO 


w 


A  METAL-STAMPING  FACTORY 


261 


FIG.  133.   PRESS  OPERATIONS  ON  KETTLE  BODIES 


262 


PLANNING  AND  TIME  STUDY 


PIG.   134.      AUTOMATIC  BUFFING 

Inspection. — The  final  step  is  inspection.  The  fore- 
man of  the  inspection  department  submits  a  daily 
report  in  which  he  states  what  articles  have  been  fin- 
ished and  passed  into  finished  stock,  and  this  report 
is  posted  on  the  stock  record  (Figure  119);  it  shows 
what  has  been  received,  ready  for  shipment.  Corre- 
spondingly, upon  the  return  of  the  production  order 
for  parts,  those  parts  that  have. been  placed  in  the 
stores  are  posted. 

This  completes  the  cycle  of  production  and  the 
method  by  which  it  is  planned.  The  system  that  has 
been  described  in  detail  is  in  many  ways  fairly  repre- 
sentative of  the  conditions  found  in  the  majority  of 
assembly  manufacture. 

Advantages  of  the  System.— In  conclusion,  I  wish 
to  emphasize  some  of  the  strong  points  in  the  system 


A  METAL-STAMPING  FACTORY 


263 


instituted  by  the  firm  whose  methods  have  been  re- 
viewed in  this  chapter.  First,  then,  the  use  of  the 
specification  sheet  as  the  manufacturing  order  proved 
highly  successful;  hardly  any  other  method  would 
have  sufficed  to  show  the  status  of  the  parts  re- 
quired in  making  up  such  orders. 

The  fundamental  principle  of  the  system— namely, 
shipment  from  finished  stock  carried  in  minimum 
quantities— was  sound,  and  was  effective  when  applied 
in  the  handling  of  both  the  finished  parts  and  the 
raw  material.  In  fact,  the  application  of  the  prin- 
ciple of  stock  control  as  established  reduced  the  total 
investment  in  raw  material,  parts,  and  finished  stock, 
and  resulted  in  an  increase  of  20  per  cent  in  the  num- 
ber of  turnovers  of  total  inventory. 

The  use  of  the  time  card  as  a  dispatch  card  also 
proved  very  successful  and  benefited  both  the  plan- 
ning department  and  the  timekeeper. 

The  planning-department  organization  consisted  of 
a  manager,  a  material-supervisor  with  three  clerks, 
a  schedule  clerk,  a  dispatcher  or  messenger,  and  de- 
partmental timekeepers  who  were  also  representatives 
of  the  planning  department. 

The  relation  of  the  planning  department  to  the  rest 
of  the  organization  developed  no  embarrassments  in 
this  company;  on  the  contrary,  the  department  re- 
lieved a  busy  and  able  general  superintendent  of 
much  detail,  so  that  he  found  time  to  consider  the 
institution  of  broader  policies  and  methods. 


INTENTIONAL  SECOND  EXPOSURE 


?|i|'l'«| 


,(   i! 


;»J    'E     ; .  Is 


1  if 


i! 


(:     1 


m 


i 


262 


PLANNING  AND  TIME  STUDY 


FIG.    134.      AUTOMATIC   BUFFING 

Inspection. — The  final  step  is  inspection.  The  fore- 
man of  the  inspection  department  submits  a  daily 
report  in  which  he  states  what  articles  have  been  fin- 
ished and  passed  into  finished  stock,  and  this  report 
is  posted  on  the  stock  record  (Figure  119);  it  shows 
what  has  been  received,  ready  for  shipment.  Corre- 
spondingly, upon  the  return  of  the  production  order 
for  parts,  those  parts  that  have  been  placed  in  the 
stores  are  posted. 

This  completes  the  cycle  of  production  and  the 
method  by  which  it  is  planned.  The  system  that  has 
been  described  in  detail  is  in  many  ways  fairly  repre- 
sentative of  the  conditions  found  in  the  majority  of 
assembly  manufacture. 

Advajitages  of  the  System. — In  conclusion,  I  wish 
to  emphasize  some  of  the  strong  points  in  the  system 


A  METAL-STAMPING  FACTORY 


263 


.Si. 


instituted  by  the  firm  whose  methods  have  been  re- 
viewed in  this  chapter.  First,  then,  the  use  of  the 
specification  sheet  as  the  manufacturing  order  proved 
hio-hly  successful;  hardly  any  other  method  would 
have  sufficed  to  show  the  status  of  the  parts  re- 
quired in  making  up  such  orders. 

The  fundamental  principle  of  the  system— namely, 
shipment  from  finished  stock  carried  in  minimum 
quantities— was  sound,  and  was  effective  when  applied 
in  the  handling  of  both  the  finished  parts  and  tlie 
raw  material.  In  fact,  the  application  of  the  prin- 
ciple of  stock  control  as  established  reduced  the  total 
investment  in  raw  material,  parts,  and  finished  stock, 
and  resulted  in  an  increase  of  20  per  cent  in  the  num- 
ber  of  turnovers  of  total  inventory. 

The  use  of  the  time  card  as  a  dispatch  card  also 
proved  very  successful  and  benefited  both  the  plan- 
ning department  and  the  timekeeper. 

The  planning-department  organization  consisted  of 
a  manager,  a  material-supervisor  with  three  clerks, 
a  schedule  clerk,  a  dispatcher  or  messenger,  and  de- 
partmental timekeepers  who  were  also  representatives 
of  the  planning  department. 

The  relation  of  the  planning  department  to  the  rest 
of  the  organization  developed  no  embarrassments  in 
this  company;  on  the  contrary,  the  department  re- 
lieved a  busy  and  able  general  superintendent  of 
much  detail,  so  that  he  found  time  to  consider  the 
institution  of  broader  policies  and  methods. 


A  ROPE  AND  CORDAGE  FACTORY 


265 


CHAPTER  XI. 

PLANNING  APPLIED  TO  THE  MANUFACTURE 
OF  ROPE  AND  CORDAGE 

The  Company  and  Its  Product.— The  planning  sys- 
tem which  I  shall  describe  in  this  chapter  is  used 
in  the  operation  of  a  large  rope  and  cordage  com- 
pany. In  many  ways  it  is  unique,  and  in  the  case 
of  this  particular  industry  it  represents  a  pioneer 
effort.  The  manufacture  covers  a  wide  range,  includ- 
ing over  1500  different  ropes  of  various  kinds  and 
sizes — every  possible  rope  product,  from  the  small 
thread  rope  to  the  large  towing  cable  and  oil-well 
cables. 

The  company  occupies  quite  a  prominent  position 
in  the  trade  and  the  quality  of  its  product  is  not 
excelled  by  that  of  any  of  its  competitors.  The 
manufacture  involves  the  preparation  of  various 
fibres,  such  as  those  of  hemp  and  sisal,  which  are 
spun  into  yarn,  and  then  the  yarn  is  **laid''  by  ma- 
chine into  rope.  The  demand  is  of  such  character 
that  much  of  the  production  has  to  be  carried  on  as 
special  manufacture;  part  of  the  production  is  stand- 
ard, however,  and  can  be  managed  on  a  finished- 
stock  basis. 

Determining  Sales. — The  first  step  in  the  introduc- 
tion of  the  planning  system  was  to  determine  the 

204 


variety  of  sales  made  in  the  five  years  preceding,  and 
when  this  had  been  done  the  shipping  slips  of  that 
period  were  tabulated  on  a  Hollerith  tabulating  ma- 
chine and  the  total  sales  of  each  kind  and  size  of 
rope,  as  made  by  months  for  the  five  years,  were 

listed  up. 

It  was  found,  upon  careful  examination  of  these 
data  that  about  60  per  cent  of  the  total  tonnage  was 
sufficiently  stable  and  uniform  to  be  carried  on  a 
stock  basis.  Next,  a  detailed  list  of  the  ropes,  by 
kind  and  size,  composing  this  stock  was  drawn  up. 
The  sales  of  these  ropes  for  the  preceding  five  years 
were  carefully  studied  by  the  general  sales  manager 
who,  from  the  information  that  he  gathered,  made 
an  estimate  of  the  expected  sales  of  each' kind  and 
size  of  rope.  This  estimate  is  shown  in  part  in  the 
accompanying  table: 


KIND 

SIZE 

(inches) 

COIL 

ESTIMATE  SALES 

1st 
Quarter 

2nd 
Quarter 

3rd 
Quarter 

4th 
Quarter 

Am.  Manila. . 

«               u 

u             a       " 

u             «       " 

«               u 

u               u       " 

Am.  Sisal 

«           u 
«             u      '  '  '  ' 
«          m     "  '  ' 
«          u     "  '  ' 
«           li     ' '  '  ' 

2 

2 

2H 

2H 

2M 

2H 

2 

2 

2H 

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266 


PLANNING  AND  TIME  STUDY 


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A  ROPE  AND  CORDAGE  FACTORY     267 

Reserve  and  Desirable  Order  Quantity.— When  this 
list  was  finished  the  next  points  to  determine  were 
the  reserve  and  the  desirable  order  quantity  with 
which  to  operate  on  the  stock  basis.  After  consider- 
ation of  the  amount  of  stock  required  and  the  time 
factors  in  manufacture,  it  was  decided  to  make  the 
minimum  the  equivalent  of  a  forty-five  day  supply, 
and  the  desirable  order  quantity  a  thirty-day  supply. 
For  example,  in  the  case  of  the  first  item  in  the  esti- 
mate of  sales,  the  sales  number  and  desired  order 
quantity  would  be  represented  as  they  appear  in  the 
table  below: 

Am.  Manila  2-inch  Full  Coils 

1st  2n(i  3rd  4th 

quarter     quarter     quarter    quarter 

Sales    40  60  50  30 

Minimum 20  30  25  15 

Desirable    order   quan- 
tity   13  20  16  10 

The  minimum  was  to  cover  a  supply  of  45  days' 
sales  on  this  rope,  and  since  a  45-day  period  is  half 
of  the  90  days  in  a  quarter,  the  minimum  is  half 
of  the  sales;  in  the  same  manner,  the  desirable  order 
quantity  was  deterimned  as  a  30-day  supply  or  1/3  of 
the  sales.  This  is  typical  of  the  method  by  which 
the  minimum  and  the  desirable  order  quantity  were 
set  for  each  kind  and  size  of  rope.  The  information 
was  then  transcribed  to  the  finished-stock  sheet  (Fig- 
ure 135),  which  consisted  of  a  head  sheet  and  a  figure 
sheet,  as  shown.  On  this  sheet  was  a  complete  de- 
scription of  each  rope,  and  also  space  for  the  posting 


268 


PLANNING  AND  TIME  STUDY 


A  ROPE  AND  CORDAGE  FACTORY 


269 


CHECKED  BY 

PLANNING 

CHARGE  TO 
ADDRESS- 

DEPT. 

COPY 

N9     ^402 

ORDER  RECEIVED 

SHIP  TO 
DESTINATIOfI 

FACTORY  NUMBER 

ENTERED  BY 

PURCHASER'S  NUMBER 

BILLED  BY 

REQUISITION  NUMBER 

DATE  BILLED 

WHEN 

\#IJK                                                        OATC 

1      T     3        SPEC 

SHIPPED  BY 

VIA                                       KAIc                      1                 1 
CAR  NO.               DATE  SHIPPED 

DATE  OF  ORDER 

NO.  COM.S 

size 

PRODUCTION 

SHIPMENTS 

REMARKS 

DATE 

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DATE 

OTV. 

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no.  136.   PLANNING  DEPARTMENT  COPY  OF  SALES  ORDER 


of  the  sales  data.  While  a  full  discussion  of  the 
finished-stock  sheet  would  give  the  reader  a  fairly 
clear  idea  of  the  basis  on  which  stock  was  ordered 
and  produced,  I  wish  to  postpone  detailed  considera- 
tion of  that  subject  and  to  consider  at  this  point  the 
receipt  of  sales  orders,  including  the  routine  of  their 
entry  and  analysis. 

Forms  af  Sales  Orders.— Sales  orders  were  received 
in  three  different  forms:  first,  the  requisitions  from 
the  branch  warehouses,  which  usually  were  of  con- 
siderable size;  second,  orders  from  the  various  con- 
signment accounts,  which  were  also  large;  and  third, 
direct    orders    from    individual    corporations,    which 
varied  greatly  with  respect  to  both  size  and  specifica- 
tions.   When  the  orders  were  received,  they  were  first 
passed  for  credit,  and  then  entered  in  the  order  reg- 
ister where  they  were  given  a  serial  manufacturing 
order  number.     Next  they  were  sent  to  the  traffic 
department  and  routed  and,  after  that,  were  entered 
on  an  alphabetical  order  register  which  served  as  a 
cross  index  to  the  one  by  order  number.    The  weights 
on  the  order  were  extended  and  the  order  was  then 
sent  to  the  planning  department,  where,  for   every 
item  shown,  the  yarn  used  and  the  rope  machine 
group   on   which   it   was   made,   was    entered.     The 
order  was  then  made  out  in  formal  style  on  the  form 
shown  in  Figure  136,  known  as  the  manufacturing 
order.     This  was  made  in  three  copies;  Copy  A  was 
filed  by  customer's  name;  Copy  B  was  sent  to  the 
shipping   department;   Copy  C,   the   one  illustrated, 
wont  to  the  planning  department  and  was  filed  by 
order  number. 


270 


PLANNING  AND  TIME  STUDY 


A  ROPE  AND  CORDAGE  FACTORY 


271 


Itemization  of  Orders.— The  next  step  in  the 
process  of  entry  (itemization  of  orders)  constituted 
the  keystone  to  the  whole  system.  It  happened  that 
the  orders  consisting  of  all  the  way  from  one  to  one 
hundred  items  called  for  a  great  variety  of  product— 
from  the  smallest  to  the  largest  rope— some  stock, 
and  some  special— and  the  engineers  in  charge  of  the 
installation  became  convinced  that  these  orders  would 
have  to  be  further  reduced  to  their  constituents  if 
manufacture  were  to  be  controlled  effectually.  The 
step  proposed,  by  which  this  was  to  be  accomplished, 
was  a  sweeping  innovation  but  was  the  very  pith  of 
the  success  of  the  entire  system.  I  emphasize  this 
point  because  the  entire  structure  of  the  control 
rested  upon  the  method  of  analysis,  and  the  inventive- 
ness displayed  in  this  regard  was  the  basis  of  the 
final  success.  This  circumstance  illustrates  the  real 
problem  which  planning  presents  and  the  sort  of 
solutions  which  the  successful  designer  must  evolve. 

To  be  specific,  then,  the  method  proposed  was  a 
detailed  itemization  of  the  whole  order,  the  reduction 
of  the  items  to  individual  orders,  which  were  desig- 
nated, first,  by  the  master  number  of  the  order  of 
which  they  were  part,  and  then  by  a  letter  of  the 
alphabet.  This  itemization  was  easily  accomplished 
by  means  of  the  fanfold  attachment  to  the  Underwood 
typewriter,  mentioned  previously  in  this  volume.  The 
form  used  for  the  purpose  (Figure  137)  provided  for 
tickler  dates  at  the  top,  and  the  individual  item  was 
described  on  the  heading.  After  these  **fanfolds,'* 
as  they  are  termed,  had  been  made  out  they  were 
checked  against  the  manufacturing  order  and  handed 


FIG.    137.      ORDER  ITEMIZATION   BLANK ^FANFOLD   FORM 

with  the  C  (or  pink)  copy  of  the  manufacturing 
order  to  the  schedule  division  of  the  planning  de- 
partment. 

The  routine  then  was  as  follows:  The  manufactur- 
ing order  was  filed  in  a  binder,  numerically  by  order 
number,  and  served  as  a  ''master"  of  the  entire 
order.    To  this  copy  of  the  manufacturing  order  the 


272 


PLANNING  AND  TIME  STUDY 


A  ROPE  AND  CORDAGE  FACTORY 


273 


POUNDS  AHEAD  OF  MACHINE  GROUP 

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shipments  and  the  production  on  special  items  indi- 
cated by  stars  were  posted.  The  shipments  also  were 
posted  on  the  stock  items,  so  that  this  copy  of  the 
order  gave  complete  information  of  the  status  of 
every  order,  showing  what  had  been  shipped  and 
what  still  remained  to  be  shipped  and  what  of  the 
special  items  had  been  produced. 

Handling  the  Fajifalds.— The  fanfolds  made  in 
triplicate  were  then  handled  in  the  following  man- 
ner: First  the  stock  items  were  separated  from  the 
special  and  then  the  following  procedure  with  each 
of  these  divisions  was  carried  out. 

Procedure  with  Special  Item  Fanfolds.  The  orig- 
inal copies  of  the  special  fanfold  item  were  the  only 
ones  showing  the  customer's  name  (the  carbon  being 
cut  to  eliminate  it  from  the  others);  these  copies  were 
clipped  with  a  metal  signal  to  indicate  the  delivery 
date  required,  and  were  then  tiled  in  the  planning- 
control  tile,  described  later. 

The  duplicate  copies  were  sorted  according  to 
yarns,  in  order  to  determine  the  total  amount  of  yarn 
required  to  fill  the  daily  orders  received.  This  total 
was  posted  on  the  yarn-stock  sheet  in  the  column 
headed  '* Amount  Required.''  The  duplicate  copies, 
after  being  used  to  obtain  the  information  concern- 
ing yarn,  were  re-sorted  according  to  rope-machine 
grotips,  in  order  to  determine  the  total  amount  of 
tonnage  attributable  to  the  rope-machine  group  for 
the  daily  orders  received,  and  this  was  posted  on  a 
tonnage  or  ** hours  ahead"  sheet,  in  Figure  138. 

The  triplicate  copies  were  sent  to  the  office  of  the 
finishing  departments  as  a  production  order,  which 


274 


PLANNING  AND  TIME  STUDY 


A  ROPE  AND  CORDAGE  FACTORY 


275 


would  later  be  treated  by  an  instruction  or  running 
test  from  the  planning  department. 

Stock  Item  Fanfolds.  The  procedure  with  the  stock 
item  fanfolds  was  as  follows: 

The  original  copies,  the  only  ones  showing  the  cus- 
tomer's name,  were  filed  according  to  kind  and  size 
of  rope,  after  a  metal  signal  showing  the  delivery 
date  had  been  attached  to  them.  Shipments  were 
posted  daily  on  this  file,  and  when  an  order  had  been 
shipped  the  item  was  removed  from  the  file,  and  placed 
in  a  transfer  or  completed  file. 

The  duplicate  copies  of  the  stock  item  were  sorted 
according  to  kind  and  size  of  rope,  and  the  total  of 
each  kind  and  size  was  posted  to  the  ''order  received'' 
column  in  the  stock  sheet  (Figure  135). 

The  triplicate  copies  of  the  item  served  no  purpose 
and  were  destroyed;  they  existed  only  because  the 
fanfold  form  came  in  strips  and  three  copies  were 
needed  for  the  special  items. 

Stock  Sheet.— Let  us  now  refer  back  to  the  stock 
sheet.  Figure  135,  and  consider  what  part  it  plays  with 
respect  to  stock  orders.     This  stock  sheet  shows- 
Mill  orders  issued  * 
Manufactured 
Shipped 
Orders  received 

and  the  following  balance  columns: 

Balance  uncompleted  mill  orders 

Actual  balance  on  hand 

Balance  sales  orders  unfilled 

Available  balance  (after  applying  orders  received) 


The  sheet  may  appear  involved,  but  its  operation, 
once  understood,  is  simple  and  the  record  most  val- 
uable. 

It  has  already  been  said  that  the  No.  2  copies  of 
the  stock  item  fanfolds  were  sorted  according  to 
kind  and  size  of  rope,  accumulated,  and  posted  to  the 
** orders  received"  column.  This  entrv  was  the  first 
made  on  the  stock  sheet  and  after  the  application 
of  the  order  received,  if  the  available  balance  thus 
shown  was  less  than  the  number  shown  on  the  top 
and  at  the  left  of  the  sheet,  a  stock  order  (Figure 
139)  was  issued  in  terms  of  the  desired  order  quan- 
tity All  stock  productions  were  then  entered  in  the 
**mill  order  issued''  column  of  the  stock  sheet,  Figure 
135. 

The  daily  production  reports  in  regard  to  finished 
stock  were  summarized  and  posted  to  the  **  manu- 
factured" column.  The  daily  shipments  were  sum- 
marized and  posted  to  the  ** shipped"  column.  Every 
time  an  entry  was  made  in  any  of  the  columns  men- 
tioned, the  balance  effected  was  also  changed  in  the 
proper  balance  column.  These  balances  were  all 
brought  down  with  every  entry,  so  that  the  sheet 
gave  a  current  balance  of  goods  manufactured  and 
goods  shipped. 

The  sheet  was  not  difficult  to  operate,  and  the  bal- 
ances all  cross-checked,  thus  measuring  the  accuracy 
of  the  entries. 

This  stock  sheet  served  two  prime  purposes:  that 
is,  it^  furnished  the  basis  of  actuating  stock  orders; 
and  it  constituted  the  basis  of  applying  daily  ship- 
ments. 


276 


PLANNING  AND  TIME  STUDY 


A  ROPE  AND  CORDAGE  FACTORY 


277 


. 

• 

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PRODUCTION                     ll                                  APPLieO    ON    SALCS    ORDERS                                  1 

»»TC 

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. 

FIG.  139.      STOCK  PRODUCTION  ORDER 

Handlings  Stock  Orders. — The  stock  orders  (Figure 
139)  thus  actuated  were  then  handled  by  the  plan- 
ning department  as  follows: 

No.  1  copies  of  the  stock  order  were  filed  in  the 
planning  control  file  according  to  machine  group, 
yarn,  and  size. 


No.  2  copies  were  sorted  according  to  yarns,  in 
order  to  determine  the  amount  of  yarn  required  to 
fill  the  daily  stock  orders  received,  and  this  total 
was  posted  on  the  yarn  stock  sheet  in  the  **  amount 
required ''  column.  No.  2  copies  were  then  re-sorted 
according  to  rope-machine  groups,  to  determine  the 
tonnage  against  each  machine  group  for  the  daily 
stock  orders  received. 

No.  4  copies  were  sent  to  the  office  of  the  finishing 
department,  and  were  actuated  for  production  by  in- 
structions from  the  planning  department. 

So  much,  then,  for  the  general  routine,  which,  until 
thoroughly  comprehended,  must  appear  complicated. 
I  shall  now  treat  more  in  detail  the  system  and  the 
procedure  which  have  been  broadly  indicated. 

Plajining-Control  File. — The  planning-control  file 
mentioned,  which  was  the  form  of  **  control  mechan- 
ism" adopted  for  this  installation,  was  the  guide  to 
the  planning;  it  was  so  arranged  as  to  distribute 
automatically  the  demand  represented  by  the  unfilled 
orders,  as  applying  against  the  rope-machine  groups, 
yarns,  and  sizes.  In  this  file,  it  has  been  stated,  the 
No.  1  copy  of  the  special  item  fanfold  and  the  No.  1 
copy  of  the  stock  order  were  placed.  The  reader 
will  more  clearly  understand  the  operation  principle 
of  the  file  if  he  will  refer  to  the  photograph.  Figure 
140. 

The  diagram  illustrated  in  Figure  140-A,  shows 
that  the  file  in  one  direction  was  arranged  by  rope-ma- 
chine groups,  and  at  right  angles  to  this  direction  was 
arranged  according  to  yarns.  The  pocket  thus  formed 
by  the  intersection  of  the  machine  group  items  and  the 


278 


PLANNING  AND  TIME  STUDY 


A  ROPE  AND  CORDAGE  FACTORY 


279 


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278 


PLANNING  AND  TIME  STUDY 


A  ROPE  AND  CORDAGE  FACTORY 


279 


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280 


PLANNING  AND  TIME  STUDY 


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281 


FIG.   141.      RUNNING  LIST 

yarn  items  contained  all  the  unfilled  stock  orders  and 
special-item  fanfolds  having  do  with  those  particular 
yarns  and  machine  group.  Further  within  this  pocket 
the  orders  were  filed  by  sizes  of  rope  and  then  by 
order  number;  the  reason  for  filing  by  sizes  was  that, 
while  the  machines  could  be  adjusted  to  operate  with 
different  sizes  of  rope,  the  adjustment  would  necessi- 
tate extensive  changes,  so  that  it  was  necessary  to 
operate  on  a  size  schedule,  very  much  as  in  the  case 
of  a  steel-rolling  mill. 

This  file  was  the  basis  of  production  control,  so  it 
is  quite  desirable  that  the  full  detail  of  its  plan  and 
operation  be  understood. 

Yarn  Stock  Sheet.— In  the  course  of  the  explana- 
tion of  the  routine  of  order  analysis,  reference  was 
made  to  a  yarn  stock  sheet,  which  may  be  described 
to  advantage  now  (see  Figure  30,  page  88).  The  manu- 
facture was  practically  a  continuous  process— from  the 
opening  of  the  bale  of  fibre  to  the  laying  of  the  rope— 
with  very  little  delay  between  the  operations,  and  it 
was  necessary  to  keep  a  very  close  record  of  the 
movement  of  yarn  and  of  the  amount  available  for 


production.  The  sheet  known  as  the  **yarn  usage  and 
order  sheet''  was  designed  for  that  purpose.  The 
daily  orders  received  (that  is,  special  fanfolds  and 
stock  orders)  were  analyzed  to  determine  yarn  re- 
quirements as  described,  and  posted  in  the  yarn  rec- 
ord in  the  '*yarn  required"  column.  As  orders  for 
yarn  were  issued  they  were  posted  in  this  column 
shown,  and  as  the  yarn  was  used  for  making  rope 
the  amount  was  posted  in  the  **used"  column.  The 
balances  were  brought  down  with  each  entry,  so  that 
a  current  record  of  all  balances  could  be  obtained. 

Analyzing  Demands  Against  Equipment. — This  de- 
scription makes  clear  the  function  of  the  '*yarn 
usage"  sheet.  The  next  point  for  consideration  is 
the  method  of  analyzing  aggregate  demand  against 
the  equipment.  For  this  purpose  the  record  shown 
in  Figure  138  was  developed.  As  the  orders  were 
received,  they  were  reduced  to  tonnage  against  the 
equipment  and  posted  later  in  this  manner.  The 
actual  tonnage  figures  were  not  used,  because  the 
rate  of  production  per  pound  of  rope  varied  as  much 
as  one  to  five  according  to  the  size,  and  so  the  de- 
mand was  reduced  to  hours  ahead  of  the  equipment. 
The  daily  orders  were  then  posted  and  the  daily  pro- 
duction, reduced  to  an  equivalent  of  time,  was  also 
posted;  the  two  sets  of  figures  furnished  the  current 
balance  of  hours  ahead  of  the  equipment.  This  rec- 
ord was  kept  for  special  orders  and  stock  orders 
separately,  as  well  as  in  total  for  both. 

Now,  in  regard  to  the  matter  of  actual  production 
control.  In  the  planning-control  file  all  unfilled  orders, 
both  stock  and  special,  Ayere  arranged  by  machine 


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283 


10 
9 
8 
7 

6 
5 
4 

3 
•2 
•  1 

^^^^^^^^ 

C*MCtTY 

-  •     MACHINE 
NUMBER 

Z3t 

MACHINE 
CROUP 

>IV0 

9-^^^^^ 

S^^-»^-d^ 

• 

• 

t 

• 

%• 

»%5 

%^ 

FIG.   142.      SKETCH   SHOWING   ARRANGEMENT   OP  INDIVIDUAL 

MACHINES 

Tbe  dots  denote  location  of  pins,  as  discussed  in  tbe  accompanying  text 


group,  yam,  and  size.  Let  us  now  consider  how, 
from  this  information,  the  instructions  for  production 
were  developed. 

Schedules  for  runs  on  the  rope  machines  in  dif- 
ferent sizes  were  established,  and  also  the  total  yarn 
requirements.  With  this  information  running  lists 
(Figure  141)  were  prepared  for  each  of  the  ma- 
chines of  the  finishing  departments.  These  running 
lists,  which  were  made  in  the  planning  department, 
showed  the  sequence  of  the  orders  with  respect  to 
the  various  machines;  the  time  required  to  complete 
each  order  was  entered  from  the  operation  cards 
(described  later) — thus  a  schedule  was  developed  for 
each  machine. 

Occupation  of  the  Equipment. — The  occupation  or 
engagement  of  the  equipment  as  scheduled  was  repre- 
sented in  a  rather  unusual  way  devised  by  the  pro- 
duction manager;  it  is  described  herewith  largely  in 
his  own  words.  The  operation  can  best  be  explained 
by  referring  to  the  sketch  (Figure  142),  which  repre- 
sents one  machine.  This  was  developed  similarly  for 
every  machine,  so  that  the  activity  and  commitment 
of  the  entire  productive  capacity  was  reflected  fully 
and  compactly. 

The  machines  were  sketched  out  on  a  large  board, 
rectangularly  and  in  correct  relative  positions.  Each 
rectangle  included  the  following: 

1.  Symbol  of  the  machine  group. 

2.  Machine  number. 

3.  Machine  capacities,  with  reference  to  the  size  of  rope  run. 

4.  Size  of  rope  machine  is  capable  of  running,  as  one  ordinate. 

5.  Figures  1  to  10  for  dating  purposes,  as  other  ordinate. 


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285 


These  machine  charts  were  rendered  clearly  intel- 
ligible by  means  of  pins  and  tags  designating  the 
following: 

1.  Kind  of  rope  (quality),  by  color. 

2.  White  pins  for  dating  purposes. 

(a)  Small  pin  for  date  of  first  operation. 

(b)  Large  pin  for  date  of  succeeding  operations. 

3.  Colored  tag  to  denote : 

(a)  Machine  down  (no  yarn). 

(b)  Machine  down  (operative  out). 

(c)  Machine  down  (for  repairs). 

(d)  Machine  down  (no  work). 

In  further  explanation  and  referring  to  the  sketch, 
the  actual  running  time  for  the  first  kind  of  rope 
(%-inch)  was  computed  from  the  machine  capacities 
shown  on  the  upper  left-hand  corner.  The  time  so 
found,  added  to  the  date  on  which  plans  were  made, 
gave  the  final  manufacturing  date  for  that  particular 
class  of  rope.  The  date  (the  14th  of  the  month,  in 
this  case)  was  designated  by  the  combination  of  the 
small  white  pin  to  the  left  of  the  figure  1,  and  the 
larger  colored  pin,  showing  kind,  in  the  lower  right- 
hand  corner  of  the  %-inch  box— Box  4,  in  this  case. 

The  second  pin,  the  position  of  which  was  similarly 
computed,  was  placed  above  and  to  the  left  in  tlio 
13,/16-inch  box,  No.  9  in  this  case,  thus  showing  kind 
and  size  of  rope  and  length  of  run. 

Each  suceeding  pin  was  moved  upward  and  to  the 
left,  relatively  to  its  own  box,  so  that  the  last  run 
planned  occupied  the  upper  left-hand  comer  of  its 
own  box.  The  date  pins  following  the  first  date  pin 
were  larger  than  the  first. 


The  sketch  shown,  if  interpreted  according  to  the 
foregoing  description,  shows: 

%-inch  rope  (quality  designated)  to  be  run  until  the  14th. 
13/16-inch  rope,  until  the  19th. 
yg-inch  rope,  uijtil  the  27th. 

The  information  as  to  capacity  or  running  time 
was  taken  from  the  operation  cards,  and  individual 
orders  of  the  same  size  of  rope  were  grouped  and 
run  in  the  schedule  as  indicated  by  the  planning 
board. 

The  copies  of  the  running  lists  that  were  given  to 
the  foremen  guided  them  regarding  what  orders  to 
produce;  on  receipt  of  these  lists  the  foremen  drew 
from  their  files  the  orders  called  for  and  produced 
work  according  to  schedule. 

The  sales  thus  analyzed  were  closely  studied  to  de- 
termine to  what  degree  the  demand  was  repetitive 
and  to  what  extent  the  manufacture  might  be  con- 
ducted on  a  strictly  stock  basis. 

The  running  lists  constituted  the  schedules  on 
which  the  production  was  maintained,  and  as  the 
production  was  reported  it  was  posted  as  follows: 

Production  on  special  orders  was  posted  on  the 
pink  copy  of  the  manufacturing  order  (Figure  137) 
and  on  the  special  order  filed  in  the  planning-control 
file.  When  the  total  on  the  order  was  produced,  the 
copy  was  transferred  from  the  active  to  a  *^  com- 
pleted'' file  arranged  by  machine  groups. 

Production  on  stock  orders  was  posted  on  the  stock 
order  itself,  and  also  in  the  manufactured  column  of 
the  rope-stock  sheet. 


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287 


Eeference  has  been  made  to  an  operation  card 
which  was  design  to  supply  the  information  as  to 
time  required  to  produce.  This  card  (Figure  142- A) 
shows  the  time  to  produce,  first,  in  each  one  of  the 
preparing  operations  and  then  in  the  laying  opera- 


KIND      „_,.. 

OPERATION   CARD 

GRADE 

_„„         DIAM. 

STRAND 

CtR 

1 

CHANGK  Nd. 
YARN           ,        . 

THREAD  OR  PLY 

1 

LEMGTH 
PER  coil. 

WEIGHT                        Vt 
PER  COIL                           f 

/EIGHT 
>ER  IQOI 

?t' 

REMARKS  

OPERATION 

PROD   UNIT 

STAND.  TIME  PER  lOO  LBS. 

OPENING 

INTERVAL 

BREAKER 
TO  FINISHER 

1 

RRKRARING 

SETS 

ONE  SET 

SETS 

ONE  SPINDLE 

SPIIMNING 

INTERVAt. 

FORM  TO  LAY 

1 

PIG.   142-A.      OPERATION  CARD 

tion.  One  of  these  cards  was  prepared  for  each  rope 
made  and  was  the  master  record  defining  the  produc- 
tion for  that  rope;  it  was  a  combination  of  an  opera- 
tion card  and  a  specification  sheet. 

Delivery  Requirements.— A  very  important  factor 
in  the  production  schedule  was  the  delivery  require- 
ments regarding  each  order.    In  general  the  time  of 


delivery  was  indicated  as  follows:  **Rush,''  *'Two 
Weeks,''  *'Six  Weeks,"  and  the  tickler  clips  on  the 
orders  were  placed  accordingly.  The  following  **  rota- 
tion'' of  colors  was  used  to  denote  the  months;  four 
months'  time  was  allowed  for  the  completion  of  an 
order: 

Green  Blue    Black   Pink 


Jan.  . 
Feb.  . 
March 
April 
May  . 
June  . 
July  . 
Aug.  . 
Sept. 
Oct.  . 
Nov.  . 
Dec.   . 


In  general  it  was  the  hope  that  by  keeping  up  to 
the  schedule  thus  laid  out  all  difficulties  would  be 
avoided,  but  it  developed  that  much  of  the  demand 
had  to  be  met  by  definite  promise  of  delivery.  For- 
merly a  big  proportion  of  the  manufacture  had  been 
done  on  a  promise  basis,  and  while  this  proportion 
was  reduced  by  the  better  anticipation  which  the  new 
control  made  possible,  much  of  the  production  had 
still  to  be  handled  in  the  old  way. 

Accordingly,  whenever  a  request  for  a  promise  on 
delivery  was  received  it  was  entered  by  the  order 
department  on  the  form  shown  in  Figure  143.  The 
requests,  with  the  information  supplied  on  the  form, 


288 


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289 


z 

b 
»- 
< 

I 
u 

Z 

P 

< 
n 

S 

1 

1 

m 

PRODUCTION  DEPARTMENT 

REQUESTS  FOR   PROMISES                    received    d 

RETURNED 

1           "    ^ 

(/ 

/( 

?•> 

\ 

NAME  or  CUSTOMCI* 

■ 

ft 

1 

i 

*• 
z 

0 

w 

n 

' 

1    / 

1   / 

I  1 

-  -■■    ■  "t 

J  1 

( \ 

i 

0 

\ 

1 

J 

^1 

1 

' 

T 

rt 

J  I 

< 

> 

3 

u 

I 

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N 
W 

3 
5 
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18 

< 

0 

1 

K 

U 

o 

z 

3 
Z 

c    t 

0     * 

w 

—  . 

■ 

o 

w 
w 


CO 


PRODUCTION    DEPARTMENT 

YARN    FOR    PROMISE 

>^CEK    ENDING       i 

0«OtD             1            ••TlCll 

MO 
CO.t# 

•••CM 

MO 

1 

■ 

1 

1 

1 

1 _ 



■"^r^ 

1 — T 

t 1 

^ 

■».*'->^ 

■J-l^-J 

nw 

U— '-'- 

^XJ 

-- 

1 

J 

■"  -=- 

1 

1 

. 

FIG.  144.      SHEET  SHOWING  REQUIREMENTS  OP  YARN  FOR  ORDERS 
ON  WHICH  PROMISES  OF  DEUVERY  HAVE  BEEN  MADE 

were  then  sent  to  the  schedule  clerk,  who  entered 
them  in  the  **yarn  for  promise''  sheet  (Figure  144). 
This  record,  kept  by  weeks,  showed  the  obligations 
for  **yarn  on  promises,"  and  hence  the  amount  re- 
quired to  meet  the  promise  was  reserved.  The  plac- 
ing of  the  order  in  a  particular  week  was  dependent 
on  the  size  of  the  rope  called  for,  as  the  rope  had  to 
be  made  according  to  a  size  schedule.  Whenever  a 
promise  was  made,  a  special  clip  was  also  placed  on 
the  order  in  the  planning-control  file,  to  indicate  that 
the  item  was  promised. 

Control  of  Deliveries. — This  discussion  as  to  prom- 
ises may  suggest  to  the  reader  that  the  control  of 
deliveries  was  an  important  point  of  the  duties  of  the 
planning  department,  and  it  was  indeed.  The  control 
of  deliveries  was  obtained  in  a  manner  which  is  ex- 
ceedingly diflScult  to  describe,  but  in  general  it  was 
this:  A  card  was  made  out  for  manufacturing  order 
(Figure  145)  and  ''clipped"  to  show  the  delivery  re- 
quired;  it  was  also  clipped  if  a  promise  was  made  on 


i 


290 


PLANNING  AND  TIME  STUDY 


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291 


12    3    4    5    6 
Cuatomer    T 


10  11  12  13  14  15  16  17  18  19  20  21  22  23  24  25  26  27  28  29  30  31 

ortation  Co.  o«ierNo.     3728 


Date  Promised 
Date  Destrcd 


Aug.   8 
Aug.   8 


lUmark*  Required  foi:  sailing  Aug.   10 


FIG.   145.      ORDER  INDEX   CARD 

it.  The  file  is  shown  in  Figure  146.  This  file  was 
moved  by  the  manufacturing  order  file,  for  whenever 
an  order  was  shown  as  completely  produced  the  manu- 
facturing order  was  transferred  and  at  the  same  time 
this  order  card  was  taken  out  of  its  position  and 
placed  at  the  back  of  the  file,  indicating  completion 
of  the  order.  This  was  sufficient  for  handling  the 
shipments  on  manufacturing  orders  of  special  items 
only,  but  for  manufacturing  orders  partly  stock  and 
partly  special,  or  entirely  stock,  further  detail  was 
required. 

This  was  obtained  by  means  of  the  application  rec- 
ord shown  in  Figure  147.  Every  day,  after  the 
shipments,  production  and  orders  received  had  been 
posted  on  the  stock  sheet,  the  balances  were  drawn 
off    on    this    record,    which    showed    for    each    day 


m 

§ 

§ 


Pc< 


CO 


INTENTIONAL  SECOND  EXPOSURE 


I 


,     V  .4 


290 


PLANNING  AND  TIME  STUDY 


1    2     3    4    5    6    V  8  ■   10  11  12  13  14  15  16  17  18  19  20  21  22  23  24  25  26  27  28  29  30  31 
Customer    Tl%idbortat  lOH    CO.  Order  No.        5728 


Date  Promised        Aug  •     8 
Date  Desired  A\Ig  •     8 

Remarks  P.equlred  tox  sailing  Aug.   10 


FIG.    145.      ORDER  INDEX   CARD 

it.  The  file  is  sliown  in  Figure  146.  This  file  was 
moved  by  the  manufacturing  order  file,  for  whenever 
an  order  was  shown  as  completely  produced  the  manu- 
facturing order  was  transferred  and  at  the  same  time 
this  order  card  was  taken  out  of  its  position  and 
placed  at  the  back  of  the  file,  indicating  completion 
of  the  order.  This  was  sufficient  for  handling  the 
shipments  on  manufacturing  orders  of  special  items 
only,  but  for  manufacturing  orders  partly  stock  and 
partly  special,  or  entirely  stock,  further  detail  was 
required. 

This  was  obtained  by  means  of  the  application  rec- 
ord shown  in  Figure  147.  Every  day,  after  the 
shipments,  production  and  orders  received  had  been 
posted  on  the  stock  sheet,  the  balances  were  drawn 
off    on    this    record,    which    showed    for    each    day 


A  ROPE  AND  CORDAGE  FACTORY 


291 


§ 

Q 

•^ 
OS 

w 

g 

o 
o 


fo 


CO 


292 


PLANNING  AND  TIME  STUDY 


A  ROPE  AND  CORDAGE  FACTORY 


293 


PRODUCTION    DEPARTMENT 

DATE 

kCTUAL 
■AL. 

•AL. 

APt. 

>AU 
AVAIL' 
ABLB 

_    - 

W^ 

_          - 

UJ 

UJ 

L- 

u.« 

•J 

L-J 

LJ 

_,  _   J 

■  Mil    ■         I    ■>    III  ■    I  -I.        M      _._    m^^^m-    K^^HK    _^_^,^    .^B^.^    _^^i_    __^>^ 

1 , 


FIG.  147.     APPUCATION  RECORD 

the  actual  balance,  balance  applying,  and  balance 
available  for  each  stock  item.  The  pink  copy  of  the 
manufacturing  order  was  then  checked  with  this 
sheet,  and  whenever  it  was  shown  that  the  stock 
items  on  the  order  were  in  stock,  they  were  marked 
** applied  for  shipment''  and  the  quantity  and  the 
order  number  were  entered  on  a  form  for  that  pur- 
pose. A  list  of  the  applications  thus  made  was  sent 
to  the  shipping  department,  together  with  a  list  of 
such  special  items  as  were  ready,  and  the  orders  to 
be  shipped  were  thus  accumulated  and  placed  in  the 
cars.  The  total  applications  thus  made  were  then 
posted  in  the  stock  sheet,  in  the  column  headed  **  ap- 
plied for  shipment,"  which  served  to  show  up  the 
shipment  of  any  ropes  not  applied,  and  also  to  check 
the  accuracy  of  the  applications. 


FIG.  148.     VERTICAL  ROPE  MACHINE 


INTENTIONAL  SECOND  EXPOSURE 


HI 


HI 


'i 


ll 

'  111 


292 


PLANNING  AND  TIME  STUDY 


PRODUCTION    DEPARTMENT 

DATE 

lCTUAL 
■AL. 

■AL. 

APt. 

■  AL. 
AVAIL- 

ABLC 

APPLICATIONS 

^^ 

L^^j . 

r^ 

1 — n 

1 ' 

1 1 

^ 

^ 

^ 

'      ^ 

FIG.  147.     APPLICATION  RECORD 

the  actual  balance,  balance  applying,  and  balance 
available  for  each  stock  item.  The  pink  copy  of  the 
manufacturing  order  was  then  checked  with  this 
sheet,  and  whenever  it  was  shown  that  the  stock 
items  on  the  order  were  in  stock,  they  were  marked 
** applied  for  shipment"  and  the  quantity  and  the 
order  number  were  entered  on  a  form  for  that  pur- 
pose. A  list  of  the  applications  thus  made  was  sent 
to  the  shipping  department,  together  with  a  list  of 
such  special  items  as  were  ready,  and  the  orders  to 
be  shipped  were  thus  accumulated  and  placed  in  tlie 
cars.  The  total  applications  thus  made  were  then 
posted  in  the  stock  sheet,  in  the  column  headed  ** ap- 
plied for  shipment,''  which  served  to  show  up  tlie 
shipment  of  any  ropes  not  applied,  and  also  to  check 
the  accuracy  of  the  applications. 


A  ROPE  AND  CORDAGE  FACTORY 


293 


FIG.  148.      VERTICAL  ROPE  MACHINE 


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PLANNING  AND  TIME  STUDY 


A  ROPE  AND  CORDAGE  FACTORY 


295 


o 

< 

o 

15 
O 

N 

o 

s 


O) 

■* 


A  Distinctive  System.— The  foregoing  description 
<;hows  the  full  detail  of  the  operation  of  the  planning 
department,  with  respect  to  the  method  of  order 
analysis,  the  scheduling  of  production,  and  the  con- 
trol of  deliveries.  The  installation,  which  is  very 
hard  to  describe  so  that  it  will  convey. a  definite 
picture  of  the  operation,  successfully  filled  the  re- 
quirements of  this  production  problem  and  improved 
the  method  of  deliveries.  The  system  is  distinctive 
because  it  controlled  a  continuous  process  of  manu- 
facture, which  nevertheless  produced  a  great  variety 

of  product.  J     u     4-   • 

The  various  productive  units  operated  about  in 
this  proportion  from  the  viewpoint  of  the  number 
of  machines: 


Preparing  

Spinning   ; 

Rope  or  finishing  machine . . . 


1 

10 
30 


The  problem  was  essentially  one  of  keeping  busy 
a  number  of  elastic,  independent  finishing  machines, 
capable  of  great  variety  of  work,  and  supplying  them 
with  yarn  from  the  spinning  and  preparing  depart- 
ments, where  the  machines  as  units  were  few  in  num- 
ber and  limited  to  definite  runs.  The  principle  upon 
which  the  system  operated  was  to  manufacture  to 
stock  as  much  as  possible.  A  current  analysis  of  sales 
was  maintained,  in  order  that  whenever  the  special 
orders  justified  it  material  might  be  carried  m  stock. 
The  success  of  the  system  was  due  to  the  itemization 
of  the  manufacturing  orders  as  provided  by  the  fan- 
fold  form,  and  the  scheduling  of  the  production  was 


INTENTIONAL  SECOND  EXPOSURE 


294 


PLANNING  AND  TIME  STUDY 


ii. 


i'fe 


^ 


< 

O 

a 
o 

N3 

Qi 

o 


03 


C3 


A  ROPE  AND  CORDAGE  FACTORY  295 

A  Distinctive  System.-The  foregoing  description 
.hows  the  full  detail  of  the  operation  of  the  planning 
department,  with  respect  to  the  method  of  order 
analysis,  the  scheduling  of  production,  and  the  con- 
i^^l  of  deliveries.  The  installation,  which  is  very 
hard  to  describe  so  that  it  will  convey  a  definite 
picture  of  the  operation,  successfully  filled  the  re- 
quirements of  this  production  problem  and  improved 
the  method  of  deliveries.  The  system  is  distinctive 
because  it  controlled  a  continuous  process  of  manu- 
facture, which  nevertheless  produced  a  great  variety 

of  product.  u    ,+    ;« 

The   various   productive   units  operated   about   in 

this  proportion  from  the  viewpoint  of  the  number 

of  machines: 

„  •  1 

Preparing  

Spinning  •; 

Rope  or  finishing  machine ^u 

The  problem  was  essentially  one  of  keeping  busy 
a  number  of  elastic,  independent  finishing  machines, 
capable  of  great  variety  of  work,  and  supplying  them 
with  yarn  from  the  spinning  and  preparing  depart- 
ments, where  the  machines  as  units  were  few  in  num- 
ber and  limited  to  definite  runs.  The  principle  upon 
which  the  svstem  operated  was  to  manufacture  to 
stock  as  much  as  possible.  A  current  analysis  of  sales 
was  maintained,  in  order  that  whenever  the  special 
orders  iustified  it  material  might  be  carried  in  stock. 
The  success  of  the  system  was  due  to  the  itemization 
of  the  manufacturing  orders  as  provided  by  the  fan- 
fold  form,  and  the  scheduling  of  the  production  was 


296 


PLANNING  AND  TIME  STUDY 


made  both  flexible  and  certain  by  virtue  of  the  con- 
trol file  designed  for  this  installation. 

The  organization  of  the  planning  department  con- 
sisted of  a  manager  under  whom  worked  the  order 
division  with  several  clerks,  and  the  schedule  and 
dispatch  division,  also  with  several  clerks.  The  order 
division  entered  the  sales  orders,  made  out  the  manu- 
facturing orders  and  the  fanfolds,  and  also  applied 
the  stock  for  shipments.  The  members  of  the  sched- 
ule and  dispatch  division  had  charge  of  the  stock 
book,  the  issue  of  stock  orders,  and  the  planning- 
control  file.  They  did  all  the  posting  incidental  to 
this  work,  and  also  prepared  the  running  lists  and 
made  the  piomises,  keeping  the  records  required  there- 
for. 

In  this  particular  installation  the  material  records 
and  material  ordering  were  managed  by  a  separate 
department,  distinct  from  the  planning  department, 
owing  to  the  nature  of  the  raw  material.  The  hemp 
and  sisal  fabrics  were  purchased  in  a  very  difficult 
speculative  market,  and  purchases  were  made  largely 
on  the  judgment  of  the  president,  to  whom  the  mate- 
rial department  was  directly  subordinate. 

The  system  has  now  been  described  in  full  detail, 
and,  it  is  hoped,  clearly,  although  the  nature  of  the 
problem  was  such  that  the  description  may  appear 
somewhat  complicated.  The  principles  upon  which 
it  operated  are  representative,  and  only  the  details 
are  unique,  because  of  the  nature  of  lie  business. 


CHAPTER  XII 

PLANNING  APPLIED  TO  KNITWEAR 
MANUFACTURE 

The  Knitwear  Plant  and  Its  Manufacture. — The  in- 
stallation considered  in  this  chapter  covers  a  system 
of  planning  or  production  control  as  it  was  applied 
to  the  requirements  of  a  knit-underwear  plant.  In 
several  respects  this  industry  is  unique,  although  it 
includes  in  general,  of  course,  the  fundamentals  of  all 
manufacture  and  the  usual  elements  of  control. 

The  particular  plant  referred  to  in  this  discussion 
produces  a  wide  variety  of  styles  covering  the  full 
range  in  sizes  in  all  styles.  The  line  consists  of  gar- 
ments for  men,  women,  and  children,  of  ribbed 
meshed  cloth  and  of  many  different  finishes  as  to  cut 
and  length. 

The  general  characteristic  of  the  industry,  as  re- 
gards its  trading  phase,  lies  in  the  fact  that  the  sales 
are  made  in  units  of  case  lots,  each  case  containing 
in  most  instances  twenty-four  dozen  garments,  usually 
of  one  style  but  assorted  as  to  sizes.  The  case  is  the 
unit  of  shipment,  and  has  a  very  strong  influence  on 
tlie  production  progress,  as  will  be  seen  in  this  dis- 
cussion. 

The  line  of  this  particular  plant  is  divided  into 
heavy-weight  and  light-weight  garments,  and,  accord- 

297 


298 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


299 


CONFIRMATION  OF  DETAILS 

^^^■" 

KNITWEAR  COMPANY 

Name 

rtOt  or«  prr  t«nl  ptr  anhmm  to  Oct.  111. 

Address 

Mill 
Number 

SlMCUl 

Number 

CaM 

NuiBDcr 

3 

20 
34 

4 

22 
3« 

« 

24 

38 

a 

40 

lO 
28 
42 

13 
30 
«4 

14 
32 
46 

34 

4S 

50 

Doc. 

Pric* 

Delivery 
Dele 

Cat 
>rder 

Box 

Order 

Dmc 
Charged 

Del, 



._ 

__ 

_ 

^^ 

PIG.    150.      CONFraMATION   OP   ORDER 

ing  to  the  custom  of  the  trade,  its  sales  are  made 
in  advance  during  a  period  of  a  very  few  weeks  to 
cover  the  entire  output  for  the  year.  This  condition 
is  rarely  encountered  in  other  lines  of  manufacture, 
for  it  means  that  the  demand  is  known  in  advance; 
hence,  in  an  otherwise  complicated  manufacture,  the 
removal  of  one  of  the  elements— demand— consider- 
ably simplifies  the  production  problem. 

The  process  is  based  on  the  production  of  a  tubular 
cloth,  which,  after  the  necessary  bleaching  and  dye- 
ing, is  cut  according  to  patterns  and  is  then  seamed 
and  finished.  The  two  processes  are  continuous,  but 
they  present  conflicting  requirements,  so  that  it  was 
necessary  to  determine  which  of  the  two  could  most 
economically  determine  the  control  of  production  in 
the  plant. 


The  essential  departments  are  the  knitting  and  the 
seaming  and  finishing  departments,  and  it  rarely  hap- 
pens that  a  line  is  so  composed  that  the  greatest 
economy  of  operation  of  the  knitting  department  re- 
sults in  a  cloth  production  which  gives  the  diversity 
of  styles  required  for  the  fullest  efficiency  of  the  fin- 
ishing departments. 

This  consideration  is  affected  in  part  by  the  bases 
on  which  production  is  to  be  maintained  with  respect 
to  degree  and  location  of  stock.  In  most  manufacture 
it  has  been  found  desirable  to  have  reservoirs  at 
intervals  in  the  stream  of  production,  which  stabilize 
the  flow,  and  which  equate  or  adjust,  in  some  degree, 
the  different  requirement  of  the  several  processes. 
Thus,  in  automobile  manufacture  a  store  of  finished 
parts  is  maintained  from  which  assembly  proceeds. 
In  woolen  and  cotton  mills  a  reserve  store  of  yarn 
is  carried,  and  weaving  is  directed  in  accordance  with 
the  status  of  this  store. 

In  regard  to  the  manufacture  of  knit  underwear, 
with  its  peculiar  range  of  styles  and  sizes,  the  first 
question  which  arises  is:  At  what  point  or  points  in 
the  process  should  stock  be  carried?  Stock  might 
be  carried  in  several  ways.  It  might  be  stored  in 
cloth  form  or  in  groups  of  a  dozen  pieces  cut  to  size. 
Furthermore,  the  garments  might  be  finished  in  case 
lots  or  in  groups  from  which  the  cases  could  be 
built  up.  After  due  study  of  the  situation  in  this 
plant  had  been  made,  it  was  concluded  to  carry 
stock  in  cut  dozens  and  to  finish  in  groups  of  cases 
of  garments  instead  of  in  individual  cases,  making  up 
separate  cases  for  shipment. 


300 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


301 


12    3    4 


S  6  7  •  •  lO  11  12  13  14  IS  16  17  IS  19  20  21  22  23  24  25  26  27  28  29  30  31 

*^*^''**^-- - - Style Car  No. #    Deli< 

Stamp_ 

Cuatomer  Order  No. ...... Labels 

^tupped.    ,_ 

Prod.  Sch. ._  . 

Special  Finisb 


ivery. 

Boxes 

Hanger 

Stored 

packer 


FIG.  151.     CASE  CARD 

Receipt  of  Orders.— Now  that  this  point  has  been 
made  clear,  I  shall  continue  from  the  point  of  the 
receipt  of  orders,  which  represented  sales.  These 
orders  were  entered  on  an  order  register  (Figure 
150) ;  one  copy  was  sent  to  the  customer  as  confirma- 
tion of  his  order,  and  the  duplicate  copy  was  filed  in 
the  production  department  as  a  basis  of  further 
analysis.  The  orders  shown  on  the  order  register 
were  transcribed  on  case  cards  (Figure  I'A),  One 
copy  of  the  case  card  was  sent  to  the  shipping  de- 
partment, and  one  was  filed  in  the  production  depart- 
ment. 

In  further  explanation  of  the  manner  of  filing  the 
production-department  copy  of  the  case  card,  it  is 
necessary  to  explain  that  all  orders  received  were 
first  applied  against  a  production  schedule  to  de- 
termine the  method  in  which  they  might  be  shipped. 
This  schedule  was  an  approximate  estimate  of  the 
capacity  of  the  plant  in  terms  of  the  larger  divisions 


of  the  product,  sucli  as  union  suits,  boys'  mesh  suits, 
and  so  on.  In  this  way  the  date  of  delivery  was 
determined,  and  the  copy  of  the  case  card  in  the  pro- 
duction department  was  filed  by  style  of  garment, 
and  then  by  method  of  delivery.  When  the  case 
cards  were  all  made  out  and  filed,  they  were  sum- 
marized to  show  the  aggregate  demands  by  styles 
and  sizes.  This  summary  was  posted  on  a  master 
card,  which  was  then  placed  at  the  front  in  the  files 
for  each  style.  The  aggregate  demand  thus  deter- 
mined was  then  further  reduced  to  terms  of  clotk 
requirements  and,  finally,  to  those  of  yarn.  The  ap- 
pearance of  this  summary  of  the  demand  is  illus- 
trated herewith. 


MONTH 

STYLE 

SIZE 

34 

100 
100 

111 

311 

36 

200 
200 
235 

635 

38 

50 
203 
346 

1049 

40 

250 

445 
346 

1041 

43 

40 
563 
789 

1392 

44 

243 

23 

939 

1205 

46 

261 
341 
396 

998 

48 

111 
135 
236 

482 

50 

102 
613 
146 

861 

52 

105 
234 
378 

717 

Nov 

1311 
1311 
1311 

Dec 

Jan 

Totals.  . . 

Specification  Cards.— This  conversion  of  styles  into 
equivalents  of  cloth  and  yarn  was  done  by  means  of 
the  information  contained  on  the  specifications  cards 
shown  in  Figure  152.  A  complete  history  of  the  indi- 
vidual style  and  size  of  each  garment  appears  on  this 
specification  card,  as  well  as  the  amount  of  each  kind 
of  cloth  and  yarn  needed  to  make  it,  and  the  amount 
and  kind  of  the  various  finishing  material  such  as 


S51 


302 

PLANNING  AND  TIME  STUDY 

SPECIFICATION  SHEET 

KNITWEAR  CO. 

STVrF 

DESCRIPTION 

SIZE 

PART  NO. 

PART  NAME 

MATERIAL 

QUAN. 
PER  DOZ. 

Body 

• 

Sleeves 

1  Gusset 

2 

3 

4 

Shirt  Cuffs 

Dr,  Cuffs 

Collarette 

Should&r  Straps 

F€icing 

Stay 

Buttons 

Braid 

Lace 

Ribbon 

A  KNITWEAR  FACTORY 


303 


PIG.  152.     SPECIFICATION  SHEET 


facings,  edgings,  buttons,  and  so  on.  The  yarn  re- 
quirements thus  developed  were  used  as  the  basis  of 
follow-up  on  deliveries,  and  also  as  the  basis  of  pur- 
chase for  future  needs.  This  is  an  important  consid- 
eration in  the  knitwear  industry,  as  yarn  is  a  highly 
speculative  material  and  the  method  of  purchase 
often  contributes  more  to  the  success  or  failure  of  a 
year's  operation  than  skilful  management  or  the 
close  observance  of  technical  details. 

Minimum  for  Cut-Dozens  Storage.— The  next  step 
in  the  production  control  was  to  determine  from  the 
aggregate  demand  in  styles  and  sizes  the  proper 
minimum  for  cut-dozens  storage,  and  the  desirable 
quantity  to  order.  This  was  accomplished  on  the 
basis  of  a  certain  number  of  days'  supply,  and  it  was 
decided  to  carry  a  minimum  reserve  of  three  weeks' 
supply   and  to   establish   an   order   quantity   of   one 

week's  supply. 

By  way  of  explanation  of  this  system,  I  give  the 
following  example:  Assuming  that  sales  were  made 
on  the  basis  of  Style  468,  Size  38,  300  dozens:  The 
season  of  eight  months  in  which  delivery  was  to  be 
made  gave  about  thirty-two  weeks,  and  a  three  weeks' 
supply  was  3/32nds,  or  approximately  one-tenth. 
Therefore  the  minimum  was  set  at  one-tenth  of  300 
dozen— or  30  dozen— and  the  desirable  order  quan- 
tity at  l/30th,  or  ten  dozen.  The  whole  line  was 
thus  reduced  to  terms  of  minimum  and  desirable 
quantities.  A  stock  book  was  then  arranged,  in 
which  the  status  of  the  stock  could  be  recorded  by 
means  of  the  form  designed  for  the  purpose;  this 
form  is  shown  in  Figure  153.    One  sheet  of  this  stock 


t  / 


304 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


305 


i 

\ 

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r 

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record  was  used  for  each  style  and  size,  and  the  pro- 
(hiction,  as  well  as  the  issues  of  cut  dozens,  was 
])osted  to  it  daily.  Four  running  balances  were  main- 
tained on  this  form,  namely,  balance  unordered,  bal- 
ance unproduced,  balance  on  hand,  balance  available. 
The  total  requirements  were  posted  in  the  require- 
ments column,  and  as  orders  were  issued  they  re- 
duced the  balance  unordered  until,  on  final  comple- 
tion, this  balance  was  zero. 

The  same  procedure  was  followed  with  the  balance 
unproduced,  which  was  the  difference  between  the 
amount  ordered  and  the  amount  produced.  The  bal- 
ance on  hand  was  of  course  the  difference  between 
that  produced  and  that  issued.  The  available  balance 
was  slightly  more  complicated  and  calls  for  further 

explanation. 

Issuance  Procedure.— I  have  already  said  that  the 
finishing  room  required  a  definite  assortment  of  gar- 
ments, doubtless  because  of  the  fact  that  the  opera- 
tives would  not  interchange  and  would  not  work  on 
different  operations.  Accordingly,  in  order  to  keep 
them  busy,  it  was  necessary  to  issue  the  cut-dozens 
by  schedule  in  proper  assortments.  A  schedule  of 
finishing  once  established,  the  procedure  of  issuance 
was  as  follows: 

A  book  (Figure  154)  was  kept  in  which  was  posted 
daily  the  actual  balance  on  hand.  Cut  dozens  were 
then  applied  to  be  sent  to  the  finishing  room.  The 
record  of  such  applications  was  made  in  the  columns, 
as  shown,  and  the  total  applications  of  the  day  were 
posted  to  the  stock  book  in  the  ''Amount  Applied" 
column.     This    reduced   the    available   balance,    and 


306 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


307 


Styl« 

S1Z08 

Staap 

3S1S 

S6 

S«t8DUg 

88 

40 

DtM 

Applications 

^■mUU 

Cm, 

Ou>->nty 

Cm. 

Cm. 

Cm. 

TmJ 

4f 

44 

46 

t- 

48 

60 

35ir 

84 
86 

88 
40 
48 
44 
46 
48 
60 

Sat snug 

■ 

■ 

FIG.   154.     APPUCATION  BOOK 

Additional  leaves,  as  shown  at  the  rijiht,  may  be  attached  to  the 
right  margin  of  the  typewritten  sheet 


in 
z 

Ui 
N 
0 

3 

• 

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0 

RD  OF    F 

FCFIVFD 

nOTFNS  II       1 

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k. 

1  2  3  4  5  6  7  8  9  10  11  12  13  14  IS  16  17  18  19  20  21  22  23  24  25  26  27  28  29  30  31 

o^TP 

ORDER  NO.- 

CUT    DOZEN 

Production  Order 

' 

PLEASE  CUT  THE  FOLLOWING  : 

No.  OP  Ooz. 

SrVLK 

SIZK 

Stamp 

Cloth 

Size 

Amount 

• 

CUTTER 

INSPECTOR 

REMARKS! 

— «H 

^.^ 

mii 


I '. 


PIG.    155.      CUT-DOZEN   PRODUCTION   ORDER  AND  REVERSE  OP 

DUPLICATE 


^08 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


309 


Style  .      ,  ,,  . 

Dm 

!!—»■< 

at 

M 

4 
M 
M 

« 
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n 
u 

It 

M 

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t 

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r~---^^ 

b^<d 

:;;i;;^ 

p= 

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L — ^ 

pr7~ 

—_.. 

— 









FIG.   156.      SHEET  DESIGNATING  KNITTING   TO  BE  DONE 

whenever  the  amount  of  the  balance  was  less  than 
the  minimum,  an  order  quantity  was  issued;  Figure 
155  illustrates  the  form  used  for  this  cut-dozen  order. 
It  was  made  in  duplicate,  as  shown,  and  one  copy 
was  sent  to  the  clerk  in  the  cutting  room  to  guide 
him  in  the  disposal  of  the  cloth  as  it  came  to  the 
cutting  room.  The  duplicate  copy  was  kept  in  the 
production  department  and  filed  by  style  of  garment. 
The  copy  sent  to  the  cutting  room  was  filed  accord- 
ing to  cloth,  and  as  the  cloth  was  received  from  the 
bleaching  and  drying  room  the  clerk  applied  it  in 
the  sequence  of  the  cutting  order  using  that  cloth. 

Cutting  orders  were  also  posted  on  a  sheet,  which, 
for  lack  of  a  better  designation,  may  be  termed  the 
** Knitting  To  Be  Done"  sheet.  On  this  sheet  (Fig- 
ure 156)  every  cut-dozen  order  was  posted,  showing 
the  size  of  the  cloth;  the  sheets  themselves  were  ar- 
ranged by  kind  of  cloth.  As  the  knitting  was  fin- 
ished, the  amount  was  posted  on  the  sheet,  and  the 
balance  still  to  be  done  was  maintained  by  adding 
all  orders  received  and  deducting  all  goods  produced. 
In  posting  orders  received  and  in  estimating  clotli 


requirements,  a  percentage  was  added  for  yarn 
shrinkage  and  for  ^* seconds."  From  this  record  the 
knitting  order,  Figure  157,  showing  the  kind  of  cloth, 
size  of  style,  and  amount  to  knit,  was  filled  out.  The 
specification  card.  Figure  152,  was  referred  to  in 
order  to  ascertain  the  style,  size,  and  cut  of  the  knit- 
ting machine  to  be  used.  Pounds  per  machine-hour 
and  day  were  determined  from  the  cloth  operation 

card,  Figure  158. 

Control  of  the  Knitting  Operation.— The  knitting 
order,  Figure  157,  was  made  out  in  duplicate.  Both 
copies  were  filed  in  the  production  department  by 
knitting  machine  or  by  knitting-machine  groups,  and 
as  the  work  was  ordered  out,  the  duplicate  order 
was  sent  to  the  knitting  department,  being  filed  there 
by  machine.  The  original  remained  in  the  production 
department  and  was  filed  by  kind  of  cloth. 

Details  on  the  knitting  order  were  maintained  as 

follows : 

The  number  of  rolls  to  be  knit  was  obtained  by 
dividing  the  quantity  in  pounds  by  the  weight  of  the 

standard  roll. 

The  second  column  of  the  knitting  order,  *' Amount 
to  Knit,"  was  obtained  by  deducting  the  amount  pro- 
duced from  the. total  to  be  knit.  Tags  from  the  knit- 
ters showed  the  amount  of  material  produced. 

These  tags  were  made  out  shortly  in  advance 
by  the  production  department  for  each  style  called 
for  by  the  knitting  order,  and  remained  attached  to 
the  knitting  order  until  it  was  sent  to  the  knitting 
department.  As  the  cloth  was  produced  these  tags 
were  returned  to  the  production  department  and  the 


310 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


311 


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amount  shown  by  them  was  posted  on  the  knitting 
order.  The  production  thus  posted  was  checked 
against  a  standard  as  shown  on  the  order.  Thus,  if 
the  ** Pounds  per  Machine"  columns  showed  30 
pounds  per  day  as  the  capacity  of  two  machines,  the 


CLOTH  OPERATION  AND  STYLE  CARD 
KNITWEAR  CO. 

YARN                                                                           CLOTH  NO. 

OH'  »0- 

OPERATION  NAME 

EQUIPMENT          1 

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FIG.   158.      CLOTH   OPERATION   CARD 

production  should  be  in  the  neighborhood  of  60  pounds. 
Such  a  check  proved  to  be  a  very  helpful  gauge  of 

operations. 

The  knitting  orders  were  further  reduced  to  a  knit- 
ting schedule  as  shown  in  Figure  159.  The  schedule 
was  developed  by  machine  types— as,  for  example,  16- 
cut  latch  or  12-cut  Cooper— and  th^  different  m^- 


312 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


313 


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FIG.  159.     KNITTING  SCHEDULE 

chines  in  each  group  were  listed  across  the  top  of 
the  order  form,  a  column  being  reserved  for  each. 

In  the  style  column  of  the  schedule  were  listed  the 
style  of  cloth,  garment  size,  and  weight  wanted.  The 
time  was  entered  in  a  separate  column,  and  the  in- 
formation in  regard  to  the  time  was  obtained  from 
the  knitting  order. 

Seaming  and  Finishing:  Grouping.— The  foregoing 
description  explains  the  method  of  controlling  the 
knitting  operation.  The  remainder  of  the  chapter 
will  be  devoted  to  a  detailed  description  of  the 
method  of  handling  the  seaming  and  finishing  opera- 
tions. It  was  on  the  department  in  charge  of  these 
operations  that  the  success  of  the  planning  system 
depended.  As  stated  earlier  in  the  chapter,  seaming 
and  finishing  had  previously  been  done  according  to 
individual  cases  as  called  for  by  the  trade,  but  this 


HEAVY  WEIGHT   FINISHING  SCHEDULE 
From                    To 

MEN'S  11  CUT 
UNIONS 

MEN'S  10  CUT 
UNIONS 

LADIES'  HIGH  . 
NECK  UNIONS 

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Amt.  per  Week 

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KG.  160.     FINISHING  SCHEDULE 

method  had  resulted  in  much  dissatisfaction,  chiefly 
because  of  unforeseen  '* seconds."  Whenever  in  an 
individual  case  a  piece  of  second  grade  appeared,  a 
shortage  of  the  entire  case  was  indicated  and  the. 
shipment  was  held  until  the  replacement  could  be 
made.  In  order  to  distribute  this  possibility  of  short- 
age and  to  secure  greater  economy  in  production,  the 
decision  was  reached  that  this  method  of  finishing 
should  be  abandoned  and  individual  orders  should  be 
grouped  and  finished  in  combination  rather  than  by 
individual  cases. 

Finishing  Department  Control. — The  first  step  in 
operating  the  finishing  department  was  to  establish 
a  schedule,  as  shown  by  Figure  160,  as  the  control 
for  production.    In  the  finishing  operations,  it  is  nec- 


II; 
5* ' 


314 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


315 


PACKING   ORDER 

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essary  to  preserve  a  definite  proportion  as  to  variety 
of  work,  for  the  operatives  as  previously  stated  refuse 
to  interchange.  In  order,  therefore,  to  keep  them 
occupied,  a  balance  of  work  must  be  maintained. 
With  such  a  schedule  as  that  shown  in  Figure  160 
established,  the  routine  of  control  of  the  finishing 
department  was  maintained  as  follows: 

Case  cards  were  drawn  from  the  *' Demand  File  by 
Cases,"  the  selection  being  made  according  to  the 
delivery  requirements.  The  number  drawn  was  suffi- 
cient to  fill  the  finishing-room  schedule  for  a  week. 
These  cases  were  then  classified  according  to  the  sec- 
tions of  the  schedule— for  instance,  ** Men's  11-Cut 
Unions,''  ^* Men's  10-Cut  Unions,"  ^^ Ladies'  High- 
Neck  Unions."  They  were  next  sorted  according  to 
style,  stamp,  hanger,  and  so  on,  and  were  finally 
listed  on  the  packing  order,  Figure  161,  which  showed 
the  firm  name,  case  number,  and  quantity  of  each 
size.  Totals  were  listed  on  the  packing  order  as  indi- 
cated. This  order  was  made  out  in  duplicate;  one 
copy  was  kept  in  the  production  department,  and  the 
other  was  sent  to  the  packing-room  foreman  who 
packed  the  garments,  as  they  came  to  him,  in  quan- 
tities and  styles  to  meet  the  demand  indicated  on  the 
packing  order. 

From  the  packing  order,  a  sending  order.  Figure 
162,  was  made  out  in  duplicate;  one  copy  was  filed 
in  the  production  department,  and  the  other  was 
sent  to  the  cut-dozen  store-room,  and  then  through 
the  mill  with  the  car  containing  the  cut  dozens.  As 
the  original  sending  order  was  returned  to  the  pro- 
duction department,  it  was  posted  in  the  ** Boxed" 


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316 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


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318 


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319 


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INVENTORY  CARD 

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INSTRUCTION  CARD 


Order  No ../.. 


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OPERATIONS 


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PIG.   165.      INSTRUCTION  CARD 

column  of  the  packing  order — thus  the  balance  to  be 
packed  was  maintained.  When  all  the  cases  of  the 
packing  order  were  shipped,  the  order  was  filed  in  the 
*  Tacking  Order  Completed''  binder. 

The  control  of  this  sending  was  obtained  by  means 
of  the  sending  schedule,  Figure  163.  Posted  on  this 
schedule  was  the  total  of  the  packing  orders  in  the 
columns  shown.  Totals  of  the  sending  orders,  Figure 
162,  were  entered  in  the  schedule  column,  as  shown 
by  the  report  from  the  cut-dozen  stock  record.  The 
rush  balance  carried  the  difference  between  the  total 
for  each  size  schedule  and  the  total  sent. 

An  inventory  record  of  finished  stock  was  main- 
tained (Figure  164).  The  *^ Boxed"  column  on  this 
form  was  filled  in  from  the  instruction  card,  Figure 


" 


m  -■ 


320 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


321 


165,  which  was  returned  to  the  production  depart- 
ment from  the  folding  department.  The  '* Shipped" 
column  of  the  finished-stock  inventory  card  was  filled 
from  the  case  card,  Figure  151,  which  was  returned 
to  the  production  department  indicating  that  the 
cases  had  been  shipped. 

Forms  Used. — The  mechanism  of  planning  in  this 
particular  plant  has  now  been  described.  In  order 
to  focus  the  detail,  the  forms  shown  and  discussed 
in  the  previous  pages  are  listed  herewith,  and  the 
manner  and  location  of  arranging  and  filing  them  is 
described: 

Confirmation  of  Order,  Figure  150.  This  was  made  in 
duplicate,  one  copy  going  to  the  customer,  the  other  being 
filed  by  order  number  in  the  production  department  as  a 
master  record  of  the  order.  ^ 

Card  Case,  Figure  151.  This  was  made  out  in  the  produc- 
tion department  in  duplicate.  One  copy  was  filed  in  the  pro- 
duction department,  first  by  styles,  and  then  by  month  of 
delivery.  As  this  case  card  was  applied  on  sending  orders, 
it  was  transferred  to  a  ** Sending"  file,  showing  this  move- 
ment, and  was  then  transferred  to  a  shipping  file  when  the 
case  had  been  shipped.  Thus  the  files  showed  the  status  of 
each  case,  and  hence  the  status  of  all  customers*  orders.  The 
second  copy  of  this  card  was  filed  by  order  number  in  the 
shipping  department. 

Specifications  Card,  Figure  152.  This  was  simply  filed  by 
styles;  it  served  as  a  master  definition  of  manufacture. 

Cut-Dozens  Stock  Sheet,  Figure  153.  This  sheet,  forming 
a  loose  leaf  ledger,  was  arranged  by  styles  and  sizes  and  was 
maintained  as  described  earlier  in  this  chapter. 

Application  Book,  Figure  154.  This  was  made  out  daily 
and  was  arranged  first  by  styles  and  then  by  sizes. 


Cut-Dozens  Order,  Figure  155.  This  was  made  out  in  dupli- 
cate. The  original  copy  (white)  was  filed  in  the  production 
department  by  style  of  garment,  and  was  then  transferred 
to  the  ** Completed"  file  upon  completion  of  orders.  The 
duplicate  (yellow)  was  filed  in  the  cut-dozens  stock-room  by 
kind  of  cloth,  and  the  production  was  posted  on  it. 

Knitting  To  Be  Done,  Figure  156.  This  sheet  was  filed  by 
kind  or  style  of  cloth.  Orders  issued  and  production  were 
posted  on  it;  thus  the  balance  ahead  or  to  be  done  was  main- 
tained. 

Knitting  Order,  Figure  157.  This  was  made  out  in  dupli- 
cate. One  copy  was  filed  by  kind  of  cloth  in  the  production 
department  under  the  file  guide  ''Knitting  To  Be  Given 
Out";  the  second  copy  was  filed,  with  knitting  tickets  at- 
tached, by  machines  under  the  heading  "Knitting  To  Be 
Done".  Both  copies,  after  being  placed  in  the  knitting  sched- 
ule, were  filed,  the  first  by  cloth  in  the  ''Knitting  in  Process" 
file,  and  the  second  by  machines  in  the  "Knitting  To  Be 
Done"  file.  As  knitters'  tags  were  returned,  they  were  posted 
on  both  copies,  and  when  knitting  was  completed,  both  copies 
were  filed  in  the  "Knitting  Completed"  file. 

Cloth-Operation  Card,  Figure  158.  This  was  a  file  of  kinds 
of  cloth  and  was  used  simply  as  a  reference  for  sequence  and 
character  of  operations,  and  also  the  time  required  for 
each. 

Knitting  Schedule,  Figure  159.  This  schedule  was  filed  by 
weeks,  and  the  work  was  planned  one  week  ahead.  Machines 
were  listed  across  the  top  of  the  sheet. 

Finishing  Schedule,  Figure  160.  This  was  made  out  as  a 
basis  for  finishing,  and  was  used  as  a  guide  for  sending  cut- 
dozens  to  the  seaming  and  finishing  departments. 

Packing  Order,  Figure  161.  This  was  made  out  in  dupli- 
cate. One  copy  was  filed  in  the  production  department  by 
kind  and  style  of  garment;  the  other  copy  was  sent  to  the 


322 


PLANNING  AND  TIME  STUDY 


A  KNITWEAR  FACTORY 


323 


packing  department,  and  was  also  filed  by  kind  and  style  of 
garment. 

Sending  Order,  Figure  162.  This  order  was  made  in  dupli- 
cate. The  original  (white  paper)  accompanied  the  car 
through  the  mill  as  an  identification  of  the  contents  of  the 
car;  the  second  copy  (manila  cardboard)  indicated  the  prog- 
ress or  status  of  the  car,  by  means  of  a  series  of  files,  as  fol- 
lows : 

(A)  Sending  orders  applied. 

(B)  Sending  orders  in  seaming  room. 

(C)  Sending  orders  in  finishing  room. 

(D)  Sending  orders  in  folding  room. 

(E)  Sending  orders  in  stock. 

These  sending  orders  were  moved  through  the  files  by  daily 
reports  to  the  production  department  of  car  movements. 
The  filing  arrangement  of  the  sending  orders  in  each  of  these 
files  was  the  following : 

(A)  Group,  cut,  style. 

(B)  Style,  car  number. 

(C)  Style,  car  number. 

(D)  Style,  order  number. 

(E)  Style,  order  number. 

Sending  Schedule,  Figure  163.  The  purpose  of  this  sched- 
ule was  to  maintain  the  balance  to  be  sent.  The  sending 
orders  and  the  packing  orders  were  posted  on  it  in  total. 

Finished-Stock  Inventory  Card,  Figure  164.  This  was  filed 
in  the  production  department  by  styles,  and  was  maintained 
as  described  in  the  text. 

Instruction  Card,  Figure  165.  This  was  made  out  in  the 
folding  department,  and  was  returned  to  the  production  de- 
partment. 

Installation    Representative    of    Its     Kind.— -The 

method  of  planning  the  production  in  a  knit-under- 
wear  plant  has  now  been  described  in  detail.    As  an 


installation  it  is  of  interest  because  it  furnishes  an 
adequate  control  of  deliveries  and  full  economy  of 
operations  without  the  exhaustive  detail  and  great 
effort  which  the  multiplicity  of  small  operations 
would  entail  if  they  were  minutely  and  separately 
controlled.  The  installation  is  valuable  because  it  in- 
cludes the  essential  basis  of  economic  operation  and 
brings  about  the  accurate  direction  of  production.  This 
discussion  concludes  the  treatment  of  the  active  appli- 
cation of  planning  as  described  in  the  preceding  chap- 
ters, and  the  installation  with  which  it  has  dealt  is 
representative  of  a  successful  system  adapted  to  the 
requirements  of  the  industry  for  which  it  was  de- 
signed. 


THE  METHOD  OF  TIME  STUDY 


325 


CHAPTER  XIII 
THE  METHOD  OF  TIME  STUDY 

Time-Study  Classified.— The  consideration  of  time- 
study  included  in  Chapter  VII,  on  Time  Standards, 
I  shall  expand  in  detail  along  the  following  lines: 

1.  The  Elements  of  Time-Study. 

2.  The  Technique  of  the  Stop-Wateh. 

3.  The  Setting  of  Standards  from  Time-Study  Data. 

The  elements  of  a  time-study  reduce  to  two  general 
types,  which  might  be  termed  respectively.  Fixed  and 
Variable.  A  fixed  element  is  one  which  permits  of 
no  variation  without  a  change  in  the  working  condi- 
tions— for  instance,  by  the  cutting  of  metal  after  the 
machine  has  been  thrown  into  automatic  feed.  A 
fixed  element  is  not  necessarily  standard,  and  may  be 
changed  by  a  selection  of  a  different  feed,  as  in  the 
instance  cited  above,  but  it  is  nevertheless  an  ele- 
ment which  for  the  particular  study  is  fixed  and  not 
subject  to  variation. 

A  variable  element  is,  as  its  name  suggests,  one 
which  varies  or  is  subject  to  fluctuations.  It  is  essen- 
tially the  human  factor  in  the  operation,  and  as  such, 
is  more  important  as  well  as  more  difficult  to  study. 

General  Procedure:  Elements  of  Time-Study.— The 
general  procedure  in  making  an  analytical  time-study 

324 


is  to  resolve  the  operation  into  its  constituent  ele- 
ments or  motions,  and  then  to  observe,  with  the  aid 
of  a  stop-watch,  the  time  required  for  each  element. 
In  such  a  study  full  report  should  be  made  of  all 
external  conditions  which  bear  upon  the  operation 
or  upon  its  rate  of  production — as,  for  example,  the 
kind  of  material,  its  hardness,  and  so  on;  the  cut, 
feed,  and  speed;  the  kind  of  tools,  the  quality  and 
supply  of  lubricant,  the  condition  and  tightness  of 
the  belt,  the  manner  in  which  the  work  is  brought 
to  and  taken  from  the  machine,  and  so  on. 

Possibly  the  best  way  in  which  to  appreciate  the 
form  in  which  an  analytical  time-study  is  undertaken, 
will  be  to  examine  the  sheets  upon  which  the  obser- 
vations are  recorded.  Naturally  the  form  of  this 
sheet  will  vary  with  the  distinct  processes  of  various 
industries,  but  the  forms  will  show  the  principles,  and 
the  detail  may  be  arranged  to  meet  specific  require- 
ments when  necessary. 

These  forms  are  shown  in  Figures'  166,  167,  and 
168,  and  it  will  be  observed  that  they  provide  for  a 
serial  number  for  the  study,  the  date  and  time  when 
it  is  made,  and  full  details  as  to  the  part  and  the 
operation  that  constitute  the  object  of  the  study. 
They  further  show  the  machine  number  and  the  con- 
ditions with  respect  to  cut  feed,  speed,  and  so  on. 
The  elements  of  the  operation  are  then  listed  on  the 
form,  and  the  limits  of  the  element  are  determined 
by  the  various  stopping  points.  Thus  the  observer 
is  prepared  for  the  actual  taking  of  the  time-study. 

The  form  in  which  the  pad  and  watch  may  be 
conveniently  arranged  is  shown  in  the  photograph 


326 


PLANNING  AND  TIME  STUDY 


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(Figure  169).  There  is  merely  a  clip  board  or  file, 
and  the  time-study  blanks  are  placed  in  the  file.  The 
watch  is  attached  by  means  of  a  string,  and  the  board 
is  held  on  the  left  forearm,  while  the  watch  is  manipu- 
lated with  the  left  hand,  the  readings  being  recorded 
with  the  right. 

Technique  of  the  Stap- Watch. — The  technique  of 
the  stop-watch  is  not  difficult  to  master,  but  to  form 
the  habit  of  accuracy  and  *  *  stick-to-it-iveness "  which 
its  successful  operation  demands  is  not  so  easy.  In 
general  the  stop-watches  in  use  are  of  the  accumula- 
tive type,  although  they  are  frequently  supplemented 
by  the  split-second  variety  for  special  conditions. 
The  dials  read  in  either  of  two  calibrations:  seconds 
and  fifths,  or  minutes  and  hundredths  of  minutes  as 
in  the  case  of  the  decimal  watch.  Both  dials  are  illus- 
trated in  Figure  170. 

I  wish  to  describe  the  mechanism  of  the  watches 
shown  in  this  illustration.  No  matter  which  dial  may 
be  used,  the  accumulating  watch  has  two  distinct  mov- 
ing devices:  namely,  the  winding  stem  at  the  top,  and 
the  accumulating  slide  or  stop  at  the  left  side.  By 
means  of  this  control  the  watch  may  be  operated  in 
various  ways,  according  to  the  requirements  of  the 
study.  The  hand  may  be  started  only  by  the  accu- 
mulating stop  at  the  left,  but  it  may  be  returned  by 
the  exertion  of  pressure  on  the  winding  stem,  in 
which  case,  upon  release  of  the  stem,  the  hand  imme- 
diately starts  again. 

This  suggests  one  way  of  using  the  watch  for 
study,  and  it  is  a  very  quick  and  satisfactory  w^ay 
if  the   observation  involves   no    omissions    of   time. 


330 


PLANNING  AND  TIME  STUDY 


THP]  METHOD  OF  TIME  STUDY 


331 


MG.  169.     ARRANGEMENT  OF  STOP  WATCH  AND  TIME-STUDY  BLANK 
PREPARATORY  TO  ACTUAL.  OBSERVATION 


FIG.    170.      SECOND   AND   DECIMAL   STOP-WATCH   DIALS 

Whenever  it  becomes  necessary  to  eliminate  some 
small  time  in  the  observation  of  a  motion,  the  accu- 
mulating stop  serves  the  purpose,  for  it  starts,  stops 
without  return  of  the  hand,  and  starts  again,  begin- 
ning exactly  at  the  point  of  stopping.  It  may  be 
seen,  then,  that  the  following  features  are  character- 
istic of  this  watch: 

(1)  Starting  with  accumulator  and  pressing  the  winding 

stem  so  that  the  hand  returns  to  zero,  starting 
immediately  on  release  of  pressure  on  the  stem. 

(2)  Starting  with  accumulator,  stopping  with  accumu- 

lator without  the  return  of  the  hand,  starting 
again  with  the  accumulator,  and  so  on  until  the 
observation  is  complete. 

(3)  Starting  with  the  accumulator  and  stopping  with 

the  accumulator,  returning  the  hand  to  zero  by 


INTENTIONAL  SECOND  EXPOSURE 


330 


PLANNING  AND  TIME  STUDY 


R^ 


;  1^ 


FIG.  169.     ARRANGEMENT  OF  STOP  WATCH  AND  TIME-STUDY  BLANK 
PREPARATORY  TO  ACTUAL  OBSERVATION 


rHK  METHOD  OF  TIME  STUDY 


rv 


831 


FIG.   170.      SECOND  AND  DECIMAL  STOP-WATCH  DIALS 

Whenever  it  becomes  necessary  to  eliminate  some 
small  time  in  the  observation  of  a  motion,  the  accu- 
mulating stop  serves  the  purpose,  for  it  starts,  stops 
without  return  of  the  hand,  and  starts  again,  begin- 
ning exactly  at  the  point  of  stopping.  It  may  be 
seen,  then,  that  the  following  features  are  character- 
istic of  this  watch: 

(1)  Starting  with  accumulator  and  pressing  the  winding 

stem  so  that  the  hand  returns  to  zero,  starting 
immediately  on  release  of  pressure  on  the  stem. 

(2)  Starting  with  accumulator,  stopping  with  accumu- 

lator without  the  return  of  the  hand,  starting 
again  with  the  accumulator,  and  so  on  until  the 
observation  is  complete. 

(3)  Starting  with  the  accumulator  and  stopping  with 

the  accumulator,  returning  the  hand  to  zero  by 


T 


332  PLANNING  AND  TIME  STUDY 

means  of  pressure  on  the  winding  stem,  in  which 
case  the  hand  remains  at  zero  and  may  be  released 
or  started  again  only  with  the  accumulator. 

By  operating  two  watches  at  once  it  is  frequently 
possible  to  obtain  complementory  readings,  which  will 
expedite  the  making  of  a  study.  So  much,  then,  for 
the  manipulation  of  the  stop  watch. 

Dial  Calibration. — The  matter  of  the  form  of  dial 
calibration — that  is,  decimal  versus  seconds — is 
largely  one  of  personal  taste  rather  than  of  technical 
advantage;  one  man  will  prefer  a  decimal  dial,  and 
another  a  second  dial.  A  marked  advantage  of  the 
decimal  dial  is  the  ease  of  computation  which  its 
readings  permit.  Since  the  seconds  appear  as  deci- 
mals of  minutes,  any  calculation,  whether  it  be  multi- 
plication or  addition,  is  materially  simplified. 

It  has  become  quite  general  practice  in  time-study 
to  limit  to  ten  the  number  of  observation  made  of  a 
motion.  The  standards  are  set  on  studies  of  **  mul- 
tiples of  ten"  observations,  rather  than  having  a 
host  of  observations  in  one  study.  This  is  done 
largely  because  ten  observations  can  be  better  handled 
than  a  greater  number  in  the  selection  of  a  standard 
time  for  a  motion,  and  because  ten  is  about  the  small- 
est number  that  will  insure  a  fair  average. 

Various  other  forms  of  watches  have  been  devel- 
oped; one  that  has  been  advertised  considerably  has 
a  dial  which  shows  the  equivalent  of  time  in  rate  of 
production,  making  possible  somewhat  of  a  short  cut 
if  the  study  is  an  approximate  one.  It  may  also  be 
used  like  a  straight  dial  in  analytical  studies. 


THE  METHOD  OF  TIME  STUDY 


333 


Setting  standards  from  Time-Study  Data. — ^It  has 

been  seen  that  an  analytical  time-study  is  a  work  of 
considerable  refinement  and  one  which  exacts  patience 
and  care.  The  principle  on  which  it  operates — 
namely,  the  subdivision  of  an  operation  into  its  ele- 
ments and  the  study  of  the  times  on  each  of  the 
elements — has  been  presented.  The  manner  of  using 
the  stop-watch  for  this  purpose  has  been  described. 
The  next  point  for  consideration  is  the  basis  upon 
which  the  standard  may  be  deduced  from  the  obser- 
vations made. 

Up  to  this  point  the  making  of  a  time-study  is  a 
work  which  requires  definite  qualities  of  a  fairly  high 
order  on  the  part  of  the  observer,  but  the  setting  of 
a  standard  involves  capacity  beyond  that  needed  for 
observation — it  demands  well-balanced  judgment, 
good  technical  understanding,  and  a  knowledge  of  the 
effect  of  fatigue  on  performance.  In  a  campaign  of 
time-studies,  a  good  method  of  procedure  is  to  send 
several  men  into  the  shop  for  purposes  of  observa- 
tion and  have  the  studies  made  by  them  and  super- 
vised by  the  head  time-study  man,  who  should  be  the 
one  to  set  the  standards. 

The  selection  of  the  standard  time  for  a  particular 
motion  in  an  operation  is  a  process  which  it  is  diffi- 
cult to  outline.  The  standard  is  not  an  average,  it 
is  not  the  average  of  the  means  after  the  elimination 
of  the  extremes  (the  high  and  the  low) ;  it  is  a  com- 
bination of  all,  with  the  exercise  of  judgment,  and  it 
is  a  task  of  considerable  difficulty. 

Of  course,  the  observations  should  develop  most 
leading  information  as  to  weaknesses  in  the  shop 


334 


PLANNING  AND  TIME  STUDY 


THE  METHOD  OF  TIME  STUDY 


335 


operation,  either  technically  or  in  the  system  of  con- 
trol. Although  I  have  made  extensive  time-studies, 
I  know  of  no  other  method  of  observation  besides 
time-study  which  will  bring  out  in  striking  relief 
the  possibilities  for  improvement  and  the  basis  of 
standards,  and  an  alert  observer,  through  inventive 
suggestions,  may  make  time-study  an  invaluable  con- 
•  tribution  to  the  management.  Indeed,  the  chief  pur- 
pose and  result  of  time-study  is  to  improve  conditions 
first,  and  then  to  arouse  in  the  operative  a  realiza- 
tion of  the  full  possibilities  of  the  improved  condi- 
tions. 

So,  when  the  study  is  carried  on,  full  notes  should 
be  made  of  all  irregularities  and  difficulties  that 
actually  impede  production,  and  suggestions  should 
be  made  concerning  betterment  in  conditions  which 
will  increase  production.  Naturally,  if  the  study  re- 
veals opportunity  for  changing  conditions,  for  in- 
stance, attaching  an  automatic  knockout,  speeding 
up  a  spindle,  or  supplying  lubricant,  the  setting  of  a 
standard  must  await  the  completion  of  the  improve- 
ment; the  chief  value  of  the  study  then  is  with  re- 
spect to  the  improvement,  and  it  will  have  to  be  re- 
peated under  the  new  conditions  when  the  standard 
is  to  be  established. 

There  are  many  cases  which  present  dangerous 
pitfalls  into  which  the  unwary  or  unskilled  observer 
may  fall.  I  have  heard  of  a  case  in  which  a  time- 
study  man  took  very  careful  observations  on  a  drill- 
ing operation  and,  from  the  information,  established 
a  standard  which  subsequently  became  the  basis  of  a 
piece  rate.    The  introduction  of  the  rate  was  watched 


with  interest,  but  the  record  of  the  week's  production 
based  on  this  rate  showed  impossible  results,  so  that 
an  immediate  investigation  was  called  for.  It  was 
found  that  the  time-study  man  had  stupidly  failed  to 
notice  that  the  drill  used  was  a  carbon  steel  drill 
and  that  the  rate  had  been  set  accordingly,  but  the 
operative  had  substituted  a  high-speed  drill  when 
he  started  on  the  rate  and  had  simply  ''cleaned  up" 
at  the  other  fellow's  expense. 

This  example  typifies  the  traps  which  beset  rate- 
setting  and  which  prove  that  it  is  best  to  go  slowly 
and  thoroughly  and  be  right,  than  to  hurry  and  thus 
risk  the  possibility  both  of  great  loss  and  of  gross 
injustice.  So  the  establishment  of  a  standard  must 
await  the  institution  of  such  mechanical  or  operative 
improvements  or  such  standardization  of  conditions 
as  the  study  shows  to  be  possible,  and  then  the  stand- 
ard must  be  set  on  the  basis  of  further  study  under 
the  new  conditions. 

Representative  Time-Studies. — ^At  this  point  I  wish 
to  introduce  a  number  of  representative  time-studies 
(Studies  Numbers  1  to  7,  inclusive),  which  illustrate 
the  principle  of  subdivision  with  elementary  motions, 
and  the  methods  of  basing  standards  on  the  time  ob- 
servations made. 

Allowing  for  Fatigue. — These  studies  show  the 
manner  in  which  standards  on  the  individual  elements 
are  developed  from  the  time  observations,  but  it  is 
necessary,  in  establishing  the  standards  for  the  whole 
operation,  to  consider  the  allowance  required  for 
fatigue. 

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THE  METHOD  OF  TIME  STUDY 


343 


342 


which   the   report   of   the  British   Health   Munition 
Workmen  Committee  describes  as  follows: 

*' Fatigue  is  the  sum  of  results  of  activity  which  show 
themselves  in  a  diminished  capacity  for  doing  work/' 

Fatigue,  and  necessity  of  making  proper  allowance 
for  its  influence,  are  the  chief  difficulties  in  connec- 
tion with  setting  standards.  The  British  Committee 
just  mentioned  goes  further  than  merely  to  state  the 
fact  of  fatigue,  and  makes  the  following  sweeping 
statement: 

The  problem  of  scientific  industrial  management,  dealing, 
as  it  must,  with  the  human  machine,  is  fundamentally  a 
problem  in  industrial  fatigue.  The  rhythms  of  industrial 
conditions  given  by  the  hours  of  labor,  the  pace  of  machinery 
or  that  of  fellow-workers — or  that  which  is  set  by  other 
factors— is  imposed  upon  the  acting  bodily  mechanisms  from 
outside.  If  the  paces  set  are  faster  than  the  natural  rhythms, 
they  must  give  accumulated  fatigue  and  cause  an  increasing 
debit,  shown  in  diminished  capacity  for  work.  It  is  therefore 
the  problem  of  scientific  management  to  discover  in  the  inter- 
ests of  output  and  of  the  maintained  health  of  the  workers, 
what  are  the  maximum  efficiency  rhythms  for  the  various 
faculties  of  the  human  machine.  These  must  be  determined 
by  the  organized  collection  of  experiences  or  by  direct  ex- 
periment. They  must  be  separately  determined,  moreover, 
not  only  for  the  performance  of  relatively  simple  muscular 
movements,  all  of  which  depend  on  the  action  of  the  lower 
nervous  centers,  but  also  for  the  higher  co-ordinating  centers, 
and  for  both  of  these  types  of  centers  the  natural  rhythms 
must  be  studied  for  the  best  arrangement  of  short  spells,  and 
pgain  for  that  of  the  hours  of  shifts,  of  the  periods  of  sleep, 
and,  at  the  last  point,  of  the  scale  of  holidays. 


344 


PLANNING  AND  TIME  STUDY 


THE  METHOD  OF  TIME  STUDY 


345 


Time  Standards  and  Scientific  Maaiagement.— The 
setting  of  standard  is  essentially  a  matter  of  allow- 
ance  for  fatigue,  and  Professor  Hoxie,  of  the  Uni- 
versity of  Chicago,  in  his  report  on  Scientific  Man- 
agement and  Labor,  which  he  rendered  to  the  U.  S. 
Committee  on  Industrial  Relations,  has  arraigned 
the  principle  of  scientific  management  because  of  its 
claim  to  scientific  precision  in  the  matter  of  time 
standards  in  spite  of  the  fact  that  fatigue  is  still 
largely  an  uncertain  factor.  After  describing  the 
method  of  taking  time-studies,  Professor  Hoxie  com- 
ments as  follows  upon  the  setting  of  standards  from 
the  studies: 

Far  from  being  the  invariable  and  purely  objective  matters 
that  they  are  pictured,  the  method  and  results  of  time-study 
and  task-setting  are  in  practice,  the  special  sport  of  indi- 
vidual judgment  and  opinion,  subject  to  all  the  possibilities 
of  diversity,  inaccuracy,  and  injustice  that  arise  from  human 
ignorance  and  prejudice. 

Professor  Hoxie  does  not  charge  all  time-study  and 
task-setting  with  inadequacy,  for  he  states  further: 
**The  writer  has  seen  examples  and  results  of  this 
work  which  commanded  his  unqualified  admiration, 
and  he  has  no  hesitation  in  affirming  that  time-study 
may  thus  be  used  toward  revolutionary  improvements 
in  current  methods  generally." 

He  then  dilates  upon  the  great  range  in  time-study 
methods,  from  those  of  the  grossest  inadequacy  to 
those  in  **  shops  where  no  tasks  based  on  immediate 
time-study  were  set  without  months  or  perhaps  years 
of  preliminary  preparation,   and  hundreds  of  time- 


studies  made  solely  for  purposes  of  improvement  and 
standardization." 

Unquestionably  many  standards  are  set  which  war- 
rant the  sharp  criticisms  of  Professor  Hoxie,  but 
generally  the  basis  of  setting  is  one  of  careful  con- 
sideration of  all  factors  involved.  The  purpose  is  to 
show  fairness  to  all  concerned  and  the  result  is  im- 
provement, if  not  always  perfection. 
F.  W.  Taylor  an  Fatigue. — The  matter  of  fatigue  is 
admittedly  the  chief  element  causing  difficulty  in  the 
setting  of  a  standard,  but  even  this,  while  it  has  not 
been  reduced  to  terms  of  indisputable  scientific  pre- 
cision, has  been  brought  within  specified  and  accu- 
rate limits  and  considers  the  exhaustion  of  workers, 
a  subject  which  Professor  Hoxie  emphasizes,  and 
which  has  been  carefully  considered  by  the  British 
Committee.  It  has  not  been  left  to  Professor  Hoxie 
or  to  the  British  Committee  to  discover  the  element 
of  fatigue,  for  the  pioneers  of  time-study  soon  recog- 
nized it  and  included  its  investigation  as  an  important 
factor,  as  the  following  extract  from  Mr.  F.  W. 
Taylor's  book,  ** Scientific  Management,"  indicates: 

**In  preparation  for  this  system,  the  writer  realized 
that  the  greatest  obstacle  to  harmonious  co-operation 
between  the  workmen  and  the  management  lay  in  the 
ignorance  of  the  management  as  to  what  really  con- 
stitutes a  proper  day's  work  for  a  workman. 

**  Among  several  investigations  which  were  under- 
taken at  this  time,  one  was  an  attempt  to  find  some 
rule,  or  law,  which  w^ould  enable  a  foreman  to  know 
in  advance  how  much  of  any  kind  of  heavy  laboring 
work  a  man  who  was  well  suited  to  his  job  ought  to 


346 


PLANNING  AND  TIME  STUDY 


THE  METHOD  OF  TIME  STUDY 


347 


do  in  a  day;  that  is,  to  study  the  tiring  effect  of 
heavy  labor  upon  a  first-class  man.  Our  first  step 
was  to  employ  a  young  college  graduate  to  look  up 
all  that  had  been  written  on  the  subject  in  English, 
German,  and  French.  Two  classes  of  experiments  had 
been  made:  one  by  physiologists  who  were  studying 
the  endurance  of  the  human  animal,  and  the  other  by 
engineers  who  wished  to  determine  what  fraction  of 
a  horsepower  a  man-power  was.  These  experiments 
had  been  made  largely  upon  men  who  were  lifting 
heavy  loads  by  means  of  turning  the  crank  of  a 
winch  from  which  weights  were  suspended,  and  upon 
others  who  were  engaged  in  walking,  running,  and 
lifting  weights  in  various  ways.  However,  the  rec- 
ords of  these  investigations  were  so  meager  that  no 
law  of  anv  value  could  be  deduced  from  them.  We 
therefore  started  a  series  of  experiments  of  our  own. 

**Two  first-class  laborers  were  selected,  men  who 
had  proved  themselves  to  be  physically  powerful,  and 
who  were  also  good  steady  workers.  These  men 
were  paid  double  wages  during  the  experiments,  and 
were  told  that  they  must  work  to  the  best  of  their 
ability  at  all  times,  and  that  we  should  make  certain 
tests  with  them  from  time  to  time  to  find  whether 
they  were  *  soldiering'  or  not,  and  that  the  moment 
either  one  of  them  started  to  try  to  deceive  us  he 
would  be  discharged.  They  worked  to  the  best  of 
their  ability  throughout  the  time  that  they  were  being 
observed. 

**Now  it  must  be  clearly  understood  that  in  these 
experiments  wc  were  not  trying  to  find  the  maximum 
work  that  a  man  could  do  on  a  short  spurt  or  for  a 


few  days,  but  that  our  endeavor  was  to  learn  what 
really  constituted  a  full  day's  work  for  a  first-class 
man — the  best  day's  work  that  a  man  could  properly 
do,  year  in  and  year  out,  and  still  thrive  under. 
These  men  were  given  all  kinds  of  tasks,  which 
were  carried  out  each  day  under  the  close  observa- 
tion of  the  young  college  man  who  was  conducting 
the  experiments,  and  who,  at  the  same  time,  noted 
with  a  stop-watch  the  proper  time  for  all  of  the 
motions  that  were  made  by  the  men.  Every  element, 
in  any  way  connected  with  the  work,  which  we  be- 
lieved could  have  a  bearing  on  the  result  was  care- 
fully studied  and  recorded.  What  we  hoped  ulti- 
mately to  determine  was  what  fraction  of  a  horse- 
power a  man  is  able  to  exert:  that  is,  how  many 
foot-pounds  of  work  a  man  can  do  in  a  day. 

**  After  completing  this  series  of  experiments, 
therefore,  each  man's  work  for  each  day  was  trans- 
lated into  foot-pounds  of  energy,  and  to  our  sur- 
prise we  found  that  there  was  no  constant  or  uniform 
relation  between  the  foot-pounds  of  energy  which  the 
man  exerted  during  a  day  and  the  tiring  effect  of 
his  work.  In  some  kinds  of  work  the  man  would  be 
tired  out  when  doing  perhaps  not  more  than  one- 
eighth  of  a  horsepower,  while  in  others  he  would 
tire  to  no  greater  extent  by  doing  half  a  horsepower 
of  work.  We  failed,  therefore,  to  find  any  law  which 
was  an  accurate  guide  to  the  maximum  day's  work 
for  a  first-class  workman. 

**A  large  amount  of  very  valuable  data  had  been 
obtained,  which  enabled  us  to  know,  for  many  kinds 
of  labor,  what  was  a  proper  day^s  work.    It  did  not 


348 


PLANNING  AND  TIME  STUDY 


THE  METHOD  OF  TIME  STUDY 


349 


seem  wise,  however,  at  this  time  to  spend  any  more 
money  in  trying  to  find  the  exact  law  which  we  were 
after.  Some  years  later,  when  more  money  was  avail- 
able for  this  purpose,  a  second  series  of  experiments 
was  made,  similar  to  the  first,  but  somewhat  more 
thorough.  This,  however,  resulted,  like  the  first  ex- 
periments, in  obtaining  valuable  information,  but  not 
in  the  development  of  a  law.  Again,  some  years 
later,  a  third  series  of  experiments  was  made,  and 
this  time  no  trouble  was  spared  in  our  endeavor  to 
make  the  work  thorough.  Every  minute  element 
which  could  in  any  way  affect  the  problem  was  care- 
fully noted  and  studied,  and  two  college  men  devoted 
about  three  months  to  the  experiments.  After  these 
data  were  again  translated  into  foot-pounds  of  energy 
exerted  for  each  man  each  day,  it  became  perfectly 
clear  that  th^re  is  no  direct  relation  between  the 
horsepower  which  a  man  exerts  (that  is,  his  foot- 
pounds of  energy  per  day)  and  the  tiring  effect  of 
the  work  on  the  man.  The  writer,  however,  was 
quite  as  firmly  convinced  as  ever  that  some  definite, 
clear-cut  law  exists  as  to  what  constitutes  a  full  day's 
work  for  a  first-class  laborer,  and  our  data  had  been 
so  carefully  collected  and  recorded  that  he  felt  sure 
that  the  necessary  information  was  included  some- 
where in  the  records.  The  problem  of  developing  this 
law  from  the  accumulated  facts  was  therefore  handed 
over  to  Mr.  Carl  6.  Barth,  who  is  a  better  mathe- 
matician than  any  of  the  rest  of  us,  and  we  decided 
to  investigate  the  problem  in  a  new  way,  by  graph- 
ically representing  each  element  of  the  work  by  plot- 
ting curves,  which  should  give  us,  as  it  were,  a  bird's- 


eye  view  of  every  element.  In  a  comparatively  short 
time  Mr.  Barth  had  discovered  the  law^  governing 
the  tiring  effect  of  heavy  labor  on  a  first-class  man. 
And  it  is  so  simple  in  its  nature  that  it  is  truly  re- 
markable that  it  should  not  have  been  discovered  and 
clearly  understood  years  before.  The  law  which  was 
developed  is  as  follows: 

**The  law  is  confined  to  that  class  of  work  in  which 
the  limit  of  a  man's  capacity  is  reached  because  he 
is  tired  out.  It  is  the  law  of  heavy  laboring,  corre- 
sponding to  the  work  of  the  cart  horse,  rather  than 
that  of  the  trotter.  Practically  all  such  work  con- 
sists of  a  heavy  pull  or  a  push  on  the  man's  arms, 
that  is,  the  man's  strength  is  exerted  by  either  lift- 
ing or  pushing  something  which  he  grasps  in  his 
hands.  And  the  law  is  that  for  each  given  pull  or 
push  on  the  man's  arms  it  is  possible  for  the  work- 
man to  be  under  load  for  only  a  definite  percentage 
of  the  day.  For  example,  when  pig  iron  is  being 
handled  (each  pig  weighing  92  pounds),  a  first-class 
workman  can  be  under  load  only  43  per  cent  of  the 
day.  He  must  be  entirely  free  from  load  during  57 
per  cent  of  the  day.  And  as  the  load  becomes  lighter, 
the  percentage  of  the  day  under  which  the  man  can 
remain  under  the  load  increases." 

Mr.  Taylor's  experiments  were  conducted  on  the 
most  arduous  form  of  manual  labor  and  indicated 
that  a  man  would  have  to  be  free  from  load  in  work 
of  that  kind  for  as  much  as  57  per  cent  of  the  day. 
The  study  shows  serious  endeavor  to  develop  the 
weight  of  the  factor  of  fatigue  in  human  productive 
capacity,  but  there  yet  remains  much  to  be  deter- 


350 


PLANNING  AND  TIME  STUDY 


THE  METHOD  OF  TIME  STUDY 


351 


mined  as  to  fatigue  in  the  whole  gamut  of  industrial 
activity,  and  it  must  be  admitted  that  except  for  the 
kind  of  labor  in  Taylor's  study,  the  method  of  allow- 
ance for  fatigue  is  still  largely  empirical. 

Rate-Setting  and  the  Fatigue  Factor.— However,  as 
the  years  have  pased  many  rates  have  been  set  and 
the  men  engaged  in  this  work  have  been  doing  what 
the  British  Committee  suggested— that  is,  *' organiz- 
ing their  experience,"  and  it  has  been  found  that 
the  fatigue  allowance  with  which  to  modify  the 
straight  time  of  operation  varies  from  10  to  40  per 
cent  according  to  the  degrees  of  the  manual  exertion 
involved,  the  size  of  the  unit  handled,  and  so  on. 

The  allowance  for  fatigue  is  thus  seen  to  be  a 
difficult  matter,  and  the  success  of  rate-setting  for 
the  establishment  of  time  standards  is  directly  de- 
pendent upon  the  selection  of  an  adequate  and  just 
fatigue  factor.  It  is  difficult  to  formulate  a  rule  for 
selecting  the  proper  fatigue  allowance,  but  the 
process  might  be  explained  by  the  description  of  a 
certain  piece-rate  installation  which  involved  an  in- 
teresting application  of  the  principle. 

The  rates  covered  the  spinning  of  a  hemp  yarn 
as  preliminary  to  the  laying  up  of  rope.  The  opera- 
tion was  almost  fully  automatic,  and  was  manual 
only  in  the  changing  of  bobbins,  the  splicing  of 
broken  ends,  and  so  on.  It  was  found  that  about  80 
per  cent  of  the  operative's  time  was  consumed  in 
automatic  machine  production;  20  per  cent  of  the 
operative's  time  was  used  in  the  changing  of  bob- 
bins, and  in  similar  work.  However,  the  frequency 
of  bobbin  changing  varied  with  the  size  of  the  yam, 


15 

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12                         13 
FATIGUE   ALLOWANCE, 

PER  CENl 

14 

IS 

PIG.  171.     GRAPH  SHOWING  METHOD  OF  MAKING  FATIGUE 
ALLOWANCE  IN  ROPE  YARN  SPINNING 

the  coarse  yarn  requiring  three  times  as  many 
changes  as  the  fine  yarns,  which  filled  the  bobbins 
more  slowly. 

In  applying  the  fatigue  allowance  in  this  case, 
the  per  cent  was  graded  according  to  the  activity  of 
the  operative,  which  in  turn  depended  upon  the  size 
of  the  yarn  that  was  running.  The  method  may  be 
better  understood  if  the  graph  shown  in  Figure  171 
is  consulted.  This  graph  was  drawn  allowing  a 
range  of  10  to  15  per  cent  for  fatigue  according  to 
the  size  of  the  yam  or  its  rate  of  production.  In 
order  to  understand  the  use  of  the  graph,  assume 
that  there  are  two  yarns.  The  studies  show  that  the 
number  of  hours  to  spin  100  pounds  per  spindle,  are: 


A—  2.6  hrs.  per  100  lb. 
B— 10.5    ''      "■     1001b. 


352 


PLANNING  AND  TIME  STUDY 


THE  METHOD  OF  TIME  STUDY 


353 


Kefer  now  to  the  straight-line  curve:  the  following 
fatigue  allowance  would  be  taken: 

For  2.6  hours  per  100  pounds,  the  fatigue  allowance 
is  15  per  cent.  For  10.5  hours  per  100  pounds,  the 
fatigue  allowance  is  11.7  per  cent.  Then  the  standard 
would  be  as  follows: 

2.6  -h  15      per  cent  =  2.99  hrs.  per  100  lb. 
10.5  +  11.7  per  cent  =  11.72  **     **    **     " 

Since  this  is  only  one  case  of  the  application  of 
the  fatigue  factor,  I  would  recommend  that  it  be 
taken  only  as  an  example  and  not  as  representing  a 
rule.  As  part  of  the  consideration  of  fatigue,  it  is 
quite  necessary  to  state  that  the  manner  in  which 
the  allowance  is  made  use  of  has  been  recognized  as 
of  almost  equal  significance  as  the  amount  of  the 
allowance  itself.  That  is,  it  has  been  seen  that  rests 
of  regular  intervals  tend  to  be  more  refreshing  than 
the  haphazard  relaxation  dictated  by  the  varying 
moods  or  feelings  of  the  operatives. 

Pace,  and  Rest  Periods. — The  case  of  the  laborer 
is  closely  analogous  to  that  of  the  foot-racer  in  this 
respect:  for  example,  a  runner  may  **tear  up  the 
track"  in  the  first  lap  of  the  mile  race  and  so  com- 
pletely use  himself  up  as  to  have  no  reserve  left  for 
the  rest  of  the  race.  Pace  is  a  matter  of  careful  ad- 
justment and  means  much  in  ultimate  results,  and  it 
is  with  the  object  of  controlling  pace  with  a  view 
to  the  balance  of  maximum  results  consistent  with 
good  health  and  longevity,  that  rest  periods  have 
been  devised  and  have  been  employed  very  success- 
fully. 


My  first  experience  with  this  phase  of  time-study 
occurred  while  I  was  studying  an  operation  involving 
the  rough  grinding  of  a  thin  drop-forging.  The 
work  was  exceedingly  severe,  and  no  man  seemed 
able  to  stick  to  it.  Study  revealed  much  greater 
possibilities  than  any  of  the  operatives  had  appeared 
capable  of,  and  yet  even  when  a  rate  was  set,  the 
men  failed  to  make  out  satisfactorily.  The  plan  of 
using  definite  rest  periods  on  the  jobs  came  up  and 
was  tried.  Every  thirty  minutes  the  man  rested  five 
minutes;  then  he  was  allowed  to  rest  3.5  minutes 
every  twenty  minutes,  and  it  was  found  that  under 
these  circumstances  he  made  his  rate  and  stuck  to 
the  job. 

This  rest-period  plan  since  that  time  has  been  cour 
sidered  more  thoroughly,  and  several  manufacturers 
have  employed  it  with  success.  For  example,  a  but- 
ton company  has  arranged  a  schedule  whereby  every 
hour  each  girl  stops  work  for  six  minutes  and  is  at 
liberty  to  walk  about  a  large  rest  room,  or  dance  to 
victrola  music  in  the  same  room,  according  to  her 
tastes. 

As  yet,  the  matter  of  determining  the  synchronous 
effect  of  effort  and  its  cycle  of  fatigue  (as  the  British 
Munitions  Committee  desired)  has  not  been  consid- 
ered thoroughly,  and  to  many  manufacturers  the  idea 
will  appear  ludicrous  and  unbusinesslike.  But  since 
the  matter  is  one  of  industrial  moment,  and  since  it 
has  been  demonstrated  that  proper  consideration  of 
it  has  brought  improvement,  I  have  mentioned  it  in 
connection  with  fatigue  and  the  matter  of  time  stand- 
ards. 


354 


PLANNING  AND  TIME  STUDY 


THE  METHOD  OF  TIME  STUDY 


355 


Rate-Setting  as  a  Profession.— The  setting  of  rates 
as  time  standards  is  a  work  which  requires  special 
ability,  and  should  be  done  by  men  who  make  it  their 
profession.    To  quote  Professor  Hoxie  again: 

This  being  true,  the  time-study  man  is,  from  the  viewpoint 
of  labor,  the  central  figure  in  scientific  management— its  vital 
organ  and  force.  To  perform  his  functions  properly,  to  make 
scientific  management  tolerable  to  labor,  he  must  be  a  man 
exceptional  in  technical  and  industrial  training,  a  man  with  a 
broad  and  sympathetic  understanding  of  the  workers,  as  well 
as  of  the  economies  and  social  forces  which  condition  their 
welfare,  a  man  of  unimpeachable  judgment  governed  by  scien- 
tific rather  than  pecuniary  considerations,  and  withal  he  must 
occupy  a  high  and  authoritative  position  in  the  management. 

Motion-Study.— The  method  of  time-study  has  been 
presented  completely  in  this  chapter.  The  principle 
of  subdivision  into  elments,  the  technique  of  the 
actual  time  observation,  and  the  establishment  of  the 
standard  for  the  elements,  have  been  given  m  detail 
together  with  examples  of  studies  actually  made. 
But  it  would  be  incomplete  to  conclude  a  considera- 
tion of  time-study  without  discussion  of  a  further 
refinement  which  is  defined  by  the  term  ^'motion- 
study."  This  operates  on  the  same  principle  that 
governs  the  improvement  of  a  standardi'^ation  of 
working  conditions— such  as  speeding  up  a  spmdle, 
double  belting,  or  providing  properly  ground  tools- 
which  may  be  made  as  the  result  of  time-study. 

Motion-study  is  a  critical  examination  of  the  ele 
mentary  motions  of  an  operation,  to  determine  the 
partial  or  complete  superfluity  of  any  one  or  several 
of  those  motions.     It  is  a  very  constructive  under 


taking  and  involves  a  campaign  of  study  and  educa- 
tion which  can  frequently  be  justified  only  by  a 
manufacture  in  which  the  product  and  the  operations 
are  highly  repetitive  or  standard. 

Changes  in  machine  conditions  may  be  made  easily 
as  a  rule,  and  permanently,  but  the  object  of  motion- 
study  is  to  change  the  habits  of  movement  of  the 
operative,  and  while  this  has  been  done  with  notable 
success,  it  is  a  work  of  infinite  effort  and  extraordi- 
nary detail.  However,  it  has  been  done  very  success- 
fully and  with  decided  benefit  to  many  manufactures, 
and  the  method  is  an  indispensable  part  of  any  treat- 
ment of  time-study.  Possibly  the  best  way  in  which 
to  appreciate  the  field  of  motion-study  is  to  make 
time-studies  of  the  jobs  of  several  efficient  operatives 
engaged  on  the  same  work  and,  preferably,  on  a 
manual  operation  requiring  considerable  dexterity. 

It  is  the  invariable  experience  to  find  from  such 
studies  that  one  operative  will  employ  either  more  or 
fewer  motions  for  the  work  than  another,  and  fre- 
quently the  range  of  variation  will  be  astonishing.  I 
have  observed  cases  in  which  the  number  of  motions 
of  one  operative  on  a  piece  of  work  were  just  double 
those  used  by  another  operative  for  the  same  opera- 
tion. Naturally  such  conditions  account  in  part  for 
the  differences  in  productive  capaisity  between  one 
worker  over  another,  and  when  motion-study  equates 
such  differences  to  the  high  point  of  production  that 
it  has  done,  it  makes  a  valuable  economic  contribu- 
tion. 

Stop-Watch,  Moving  Picture,  and  Camera. — The 
process  of  motion-study  is  an  extremely  detailed  one 


:J5G 


PLANNING  AND  TLME  STUDY 


THE  METHOD  OF  TIME  STUDY 


357 


and  involves  a  far  more  intensive  study  than  that 
for  straight  setting  of  time  standards.  The  stop- 
watch may  be  used  in  motion-study  work,  which 
has  also  been  facilitated  by  the  adoption  of  the  mov 
ing-picture  machine,  as  in  the  case  of  the  experiments 
conducted  by  Mr.  F.  B.  Gilbreth,  who,  it  appears, 
has  made  a  most  extensive  exploitation  of  motion- 
study.  Mr.  Gilbreth  has  also  devised  a  method  of 
determining  by  means  of  photographs  the  arc  or 
orbit  of  a  motion  by  the  ingenious  use  of  a  bulb 
light,  which,  as  it  traces  the  motion,  defines  it  upon 
the  plate.  But  whether  the  watch  or  the  camera  be 
used  to  determine  the  motions  and  their  relative 
needlessness  or  possibility  of  curtailment,  the  method 
of  motion-study  is  an  extremely  fine  and  detailed 
analysis  of  an  operation  as  it  is  actually  done,  and 
then  a  careful  construction,  or  synthesis,  of  the  opera- 
tion as  it  should  be  done  with  least  expenditure  of 
time  and  energy. 

Case  Illustrating  Mation-Study.— This  statement  of 
the  principle  of  motion-study  I  shall  now  amplify 
and  elucidate,  and  I  shall  use  as  an  illustration  a 
recent  case  that  came  under  my  own  observation. 
The  study  in  question  dealt  with  the  folding  of 
undergarments,  preparatory  to  boxing  and  shipment. 
The  old  motions  of  folding,  and  the  new  motions 
adopted  as  a  result  of  the  motion-study  that  was  con- 
ducted, are  here  described : 

Folding  Shirts. — The  original  knit  cloth  comes  in  a 
tubular  form  varying  in  diameter  in  accordance  with 
the  cutting  requirements.  Therefore,  instead  of  there 
being  an  edge  on  the  sides  when  they  lie  flat,  the 


LC 


.>FF 


i 


VEST   BEFORE  BEING 
REFOLDED 


A 

] 


E  F  B 

VEST  AFTER  HAVING  BEEH  REFOLDED 


PIG.   172.      MOTION  STUDY  ON  FOLDING  OPERATION 

cloth  merely  turns.  For  the  purpose  of  economical 
cutting,  the  incision  is  made  in  the  center  of  the 
garment  for  the  waist-line  curve  and  arm  pit,  and 
the  garment  is  then  refolded  so  that  the  incision  in 
the  center  becomes  the  outline  that  follows  the  form 

of  the  body. 

In  the  first  of  the  illustrations  provided  herewith 
(Figure  172)  to  aid  in  the  description  of  the  opera- 
tion, there  is  shown  the  tube  of  cloth  as  it  lies  when 
received  from  the  cutter.  The  second  sketch  on  the 
same  sheet  shows  the  shape  of  the  tube  after  it  has 
been  refolded.  It  will  be  noted  that  the  arm-pit  and 
waist-line  curve  is  the  natural  result  of  bringing 
together  the  different  points  denoted  by  the  letters 


358 


PLANNING  AND  TIME  STUDY 


f^^p^' 


^^^^^iT-^r.. 


"3^ 


PILE 
REFOLDED 


f  I 


PILE  TO  BE 


f 


I 


B 


REFOLDED 


'■^///////^"l/7/yy  %M^xV^/^^^^-^-' ' ' 


OLD  MOTION  NO.  1 


^ 


^ 


'y^m 


im^m^^^ 


Si 


^ 


OLD 

MOTION 

N0.2 


'mmr/< 


^:^ 


^ 


OLD 

MOTION 

NO.  3 


:^^^^^ 


''■■^y/y.^  -y-^^j^j^-^ 


|B       OLD 
fN  MOTION 
^^N0.4&S 


OLD  MOTIOtTNoTe"'-^^ 


OLD  MOTION  N0.7&.8 


DO 


OLD  MOTION  N0.9&.I0 


wm^'- 


1 


^/y/y/y^^';  '    ^^ 


V       N 


OLD  MOTIof^^^^NOJ 


FIG.  173.     OLD  MOTIONS  ON  FOLDING  OPERATION 


THE  METHOD  OF  TIME  STUDY 


359 


of  the  alphabet  in  the  manner  shown  thereon.  It 
would  appear  to  be  an  extremely  easy  matter  to  re- 
fold the  cloth— in  fact,  it  is  a  very  simple  operation— 
but  the  opportunity  of  economy  in  movement  is  at 
times  greater  in  the  simple  operations  than  in  the 
more  complex.  By  making  a  careful  time-study  of 
each  motion  entering  into  the  entire  operation,  it  was 
possible  to  reduce  the  number  of  operations  from 
eleven  to  four.  These  time-studies  were  made  with 
stop-watches.  Before  I  describe  the  new  motions  that 
were  adopted,  I  shall  explain  what  the  old  motions 
(Figure  173)  were. 

The  Old  System.— Old  Motion  No.  1.— The  two  piles 
were  placed  on  the  bench  alongside  each  other,  and 
the  operator  stood  at  the  foot  of  the  riglit-hand  pile. 
Hereafter,  when  the  foot  of  the  garment  is  referred 
to  it  should  be  understood  that  the  bottom  of  the 
vest  is  meant.  It  will  be  noted  that  the  position  of 
the  operator  is  indicated  upon  the  various  illustra- 
tions by  the  outline  of  the  feet.  The  movement  of 
the  feet,  however,  is  not  counted  as  a  movement  if  it 
is  accompanied  by  a  hand  or  arm  movement,  since, 
both  being  made  simultaneously,  the  feet  movement 
need  not  be  considered  as  requiring  any  additional 
time.  Old  Motion  No.  1,  therefore  was  the  reaching 
forward  from  position  to  pick  up  the  garment  to  be 

refolded. 

Old  Motion  No.  2.— This  was  wholly  a  finger  move- 
ment, the  bottom  of  the  vest  being  grasped  with  both 
hands.  The  thumbs  of  both  hands  were  inserted 
between  the  two  sides  of  the  cloth,  and  the  first  two 
fingers  of  each  hand  were  placed  on  the  outside,  oppo- 


360 


PLANNING  AND  TIME  STUDY 


THE  METHOD  OF  TIME  STUDY 


361 


site  the  thumb,  so  that,  in  reaching,  the  thumb 
pressed  the  cloth  at  the  points  grasped  between  the 
two  fingers,  forming  the  beginning  of  a  new  fold. 

Old  Motion  No.  3. — Grasping  the  garment  at  the 
new  folds,  shown  at  A  and  B,  the  operator  lifts  it 
off  the  counter  to  a  position  in  front  of  him.  At  the 
time  of  lifting,  points  A  and  B  were  drawn  apart 
so  that  by  the  time  the  garment  was  brought  to  the 
front  of  the  operator,  the  old  crease,  or  fold,  had  been 
straightened  out  and  the  new  one  had  been  formed  at 
the  sides. 

Old  Motions  Nos.  4  and  5. — ^Various  time-studies 
show  that  the  operator  would  shake  the  garment 
from  one  to  six  times,  to  extend  the  crease  from 
the  point  of  holding  (at  A  and  B)  down  the  side  of 
the  garment  to  its  head.  On  one  or  two  occasions 
it  was  noted  that  a  shake  was  not  given,  but  these  occa- 
sions were  rare  exceptions,  and  although  it  was  found 
that  under  the  old  method  of  operation  the  number  of 
shakes  averaged  three,  this  study  showed  that  only 
two  of  these  movements  were  of  advantage,  conse- 
quently under  Old  Motions  Nos.  4  and  5,  only  the  two 
shakes  required  to  **perpetuate"  the  fold  will  be  con- 
sidered. 

Old  Motion  No.  6. — This  was  wholly  a  foot  motion, 
and  is  considered  because  the  hands  remained  idle. 
It  was  the  step  taken  from  the  pile  to  be  folded,  to 
the  pile  upon  which  the  garment  was  laid  after  it 
had  been  refolded. 

Old  Motions  Nos.  7  and  8. — Having  taken  a  new 
position,  the  operator  reached  forward,  still  holding 
the  garment  at  points  A  and  B,  until  the  head  of 


the  garment  appeared  to  rest  at  the  head  of  the  pile 
of  refolded  garments.  It  should  be  said  that  during 
the  many  repetitions  of  the  operations  that  were 
watched,  it  was  not  found  in  a  single  instance  that 
the  man  was  able  to  lay  the  garment  so  that  adjust- 
ment was  not  necessary.  In  short,  when  the  garment 
was  held  at  points  A  and  B,  the  distance  from  the 
point  of  contact  with  the  pile  (i.  e.,  the  length  of  the 
garment)  was  such  that  the  operator  was  unable  to 
bring  the  two  heads  into  alignment  with  each  other. 

Old  Motion  No.  8.— This  was  the  motion  that  was 
used  when  the  garment  was  laid  down — after  the 
point  of  contact  (even  if  not  an  exact  one)  had  been 

found. 

Old  Motions  Nos.  9  and  10.— Points  A  and  B  had 
by  this  time  been  released.  The  garment  lay  on  the 
new  pile  in  its  new  form,  but  unevenly  because  it 
could  not  lie  in  exact  conformity  with  the  outline 
of  the  pile.  The  operator,  therefore,  reached  forward 
and  grasped  it  at  points  CC  and  DD. 

Old  Motion  No.  10.— This  motion  was  the  drawing 
forward  of  the  garment  at  points  CC  and  DD  until 
the  outline  of  the  pile  was  matched.  At  times  the 
operation  was  an  adjustment  in  the  other  directions, 
but  as  only  one  of  the  two  movements  was  necessary 
in  an  operation,  only  one  is  shown  in  the  illustra- 
tions. 

At  times  an  additional  movement  of  adjustment 
was  necessary,  since  by  the  pulling  at  points  CC  and 
DD  the  garment  underneath  was  disturbed  and  had 
to  be  smoothed  out.  This  was  due  to  the  fact  that 
in  the  drawing   along  the  surface   with   all  of  the 


362 


PLANNING  AND  TIME  STUDY 


points  of  the  garment  in  contact  with  that  below, 
the  nap  adhered  and  dragged  the  other  garment  out 
of  its  alignment  with  the  rest  of  the  pile.  Since  this 
did  not  always  happen,  however,  the  extra  motion 
which  would  be  used  to  adjust  the  garment  thus  dis- 
turbed, was  not  included  in  the  new  plan  of  opera- 
tion. 

Old  Motion  No.  11. — The  operator  stepped  back  to 
a  point  at  the  head  of  the  pile  of  garments  to  be  re- 
folded in  order  that  he  might  begin  again  the  opera- 
tion as  shown  under  Old  Motion  No.  1. 

The  New  System. — Now  I  shall  describe  the  method 
by  which  it  should  be  possible  to  refold  the  garments 
without  the  many  movements  employed  under  the 
old  system  (Figure  174).  To  begin  with,  the  bench 
is  sufficiently  low  to  permit  the  man  to  reach  over 
the  pile  in  front  of  him  without  inconvenience  or  un- 
due effort,  as  the  operator  does  in  folding  union  suits. 
The  pile  does  not  at  any  time  reach  a  height  that 
would  render  this  impossible.  Therefore,  the  pile  to 
be  folded  is  placed  behind  the  pile  that  has  been 
refolded.  This  method  eliminates  all  foot  movement, 
as  a  man  can  assume  a  set  position  and  need  not 
move  except  when  it  becomes  desirable  to  change 
position  on  account  of  fatigue. 

New  Motion  No.  1. — This  is  identical  with  Old 
Motion  No.  1,  i.  e.,  reaching  forward  to  grasp  the 
garment. 

New  Motion  No.  2. — The  garment  is  grasped  at 
points  A  and  CC.  The  first  finger  is  inserted  at  point 
A  between  the  folds  of  cloth.  The  thumb  and  the 
second  finger  are  pressed  down  upon  it  so  that  the 


THE  METHOD  OF  TIME  STUDY 


363 


m 


PILE    TO 


% 


REFOLDED 


-f 


yA 


PILE 
REFOLDED 


SZ2ZS! 


l-""j  ">'••  •  mtn"'n>r. 


i     I 


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NEW  MOTION  NO.l 


■<>?;?%>g^^^^^^-- . 


NEW  MOTION  NO. 2 


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NEW  MOTIONS  N0.3&.4 


*    PIG.  174.     NEW  MOTIONS  ON  FOLDING  OPERATION 

crease  is  started  by  the  pressure  of  the  first  finger 
between  the  thumb  and  the  second  finger.  At  point 
CC  the  third  finger  is  placed  between  the  two  points, 
and  the  points  themselves  are  drawn  to  each  side 
of  the  third  finger  by  the  thumb  and  the  second 
finger.  The  garment  is  grasped  by  both  hands  simul- 
taneously, so  that  this  finger  movement  constitutes 
the  new  second  motion,  as  it  constituted  Old  Motion 

No.  2. 

New  Motions  Nos.  3  and  4.— Having  grasped  the 
garment  at  points  A  and  CC,  the  operator  draws  it 
toward  him.    The  adherence  of  the  garments  to  one 


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PLANNING  AND  TIME  STUDY 


THE  METHOD  OF  TIME  STUDY 


365 


another,  caused  by  the  nap,  prevents  the  cloth  from 
being  pulled  away,  except  as  directed  by  the  hand. 
Thus  the  entire  garment  is  prevented  from  pulling 
away  in  its  original  form.  Points  CC  and  A  are  at 
the  extreme  ends  of  the  garments,  as  will  be  shown  in 
the  illustrations,  so  when  the  operator  pulls  the  gar- 
ment toward  him,  the  extreme  points  of  the  pile  can 
be  found  without  further  adjustment. 

It  will  be  noted  that  at  times  the  point  in  the  out- 
line of  the  bust  may  flap  back.  The  question  as  to  the 
necessity  of  smoothing  out  this  point  was  considered. 
The  pile  was  watched,  however,  and  it  was  found  that 
later  in  the  manufacturing  process  the  pile  was  roughly 
handled,  the  center  being  drawn  together  with  a  strijp 
of  cloth  in  such  a  fashion  that  all  the  edges  were  dis- 
arranged. Consequently  there  did  not  appear  to  be 
any  need  of  smoothing  the  point  in  view  of  the  fact 
that  but  a  few  minutes  later  it  is  again  disarranged. 

Final  Disposition  of  Time-Study  Data.— The 
method  of  motion-study  has  been  described  and  illus- 
trated. The  amount  of  motion-study  done  compared 
with  the  amount  of  time-study  is  probably  relatively 
insignificant,  so  that  interest  centers  chiefly  in  time- 
study.  Therefore  I  shall  conclude  this  chapter  with 
a  consideration  of  the  final  disposition  of  time-study 
data. 

All  time-studies  taken  should  be  recorded  in  perma- 
nent form  and  filed  for  future  reference.  A  form 
suitable  for  this  purpose  is  shown  in  Figure  166.  It 
is  provided  with  post  holes,  for  binding,  and  permits 
of  complete  tabulation  of  the  data  of  the  time-study. 

The  permanent  record  of  time-studies  is  a  very 


valuable  file,  because  the  elements  of  an  operation 
repeat  and  may  be  standardized  and  used  for  setting 
future  standards  without  the  need  of  further  study 
of  those  elements  that  do  duplicate. 

The  possibility  of  the  synthetic  use  of  time-study 
elements  has  been  likened  very  aptly  by  R.  T.  .Kent 
to  the  possibilities  in  word  combinations  (26  letters 
mav  be  combined  into  a  language  of  over  500,000 
words)  and  also  to  the  possibilities  in  chemical  syn- 
thesis—every chemical  substance  (and  there  is  almost 
an  infinite  variety)  can  be  resolved  into  eighty  ele- 
ments. . 

Briefly,  then,  there  is  wide  opportunity  to  simplity 
time-study  and,  by  compiling  all  available  data,  to 
add  greatly  to  the  knowledge  of  the  industrial  world, 
although  there  is  yet  much  to  be  done  in  bringing 
about  co-operation  in  this  matter.  However,  if  each 
manufacturer  would  gradually  arrange  such  a  file, 
by  exchanging  data  with  others,  much  duplication 
and  expense  would  be  spared  and  the  fullest  possible 
benefit  would  be  derived  from  the  effort  expended. 


BETTERMENTS  FROM  TIME  STUDY 


367 


CHAPTER  XIV 

APPLICATION  OF  TIME  STUDY  TO  OPERATING 

BETTERMENTS 

The  Basis  far  Wage  Incentives. — The  purpose  of 
time  study  has  been  seen  to  be  the  determination  of  a 
time  standard,  and,  to  repeat,  the  standard  so  devel- 
oped may  be  used  either  as  the  basis  for  planning,  or 
as  the  basis  for  wage  incentives.  The  use  of  time 
study  and  its  value  as  the  basis  of  planning  and  pro- 
duction control  has  been  described  as  the  only  exact 
and  permanently  satisfactory  means  of  determining 
the  standard  which  is  the  indispensable  unit  of 
measurement  for  planning. 

Time  standards  are  also  used  as  the  basis  for  the 
application  of  the  various  systems  of  wage  incen- 
tives, and  probably  this  purpose  constitutes  the 
reason  for  most  of  the  time  study  that  is  done.  The 
essential  characteristics  and  individual  advantages 
of  the  several  systems  of  wage  incentives  have  been 
presented  at  length  in  another  volume  in  this  course,* 
but  the  foundations  for  the  installation  and  operation 
of  any  one  of  the  systems  there  described  is  the  time 
standard,  as  defined  in  the  preceding  chapters. 


*  See  Vol.  2,  Factory  Management  Course. 

366 


The  benefits  of  wage  incentives  as  applied  to  fac- 
tory production  have  been  extraordinary  to  both  the 
employer  and  the  employee.  The  judiciously  applied 
systems  of  wage  payment  have  released  huge  re- 
serves of  latent  capacity  which  the  primitive  barter- 
ing of  day  work  had  held  in  check  or  discouraged. 

Time  Study  for  Securing  Operating  Betterments.— 
However,  as  previously  stated,  the  consideration  of 
this  direct  outcome  of  time  study  has  been  elsewhere 
presented,  and  it  is  desirable  to  present  here  other 
possibilities  which  exist  in  the  work  and  which  hold 
for  the  professional  engineer  the  chief  fascination  of 
the  entire  subject.  This  refers  to  the  constructive 
use  of  data  derived  from  time  study  in  securing 
operating  betterments  other  than  those  obtained  by 
planning  or  wage  incentive.  It  is  the  phase  of  the 
work  which  calls  for  the  perceptive  and  creative 
faculties  and  which  has  resulted  in  the  occupation 
being  regarded  in  the  last  analysis  as  a  ''business  of 

ideas." 

To  explain  its  character  it  might  be  well  to  review 
a  point  made  in  the  preceding  chapter  concerning 
the  advantage  which  accrues  to  the  analytical  method 
of  time  study.  This  was  stated  to  be  the  reduction 
which  it  contemplated  of  any  productive  process  to 
its  elements,  and  the  definition  and  portrayal  of  the 
significance  of  each  element  so  outlined.  It  was  held 
that  no  other  method  of  observation  of  the  produc- 
tive processes  could  result  in  such  a  vivid  grasp  of 
the  essentials  of  an  operation  studied  and  present  so 
clearly  to  the  creative  instincts  the  opportunities 
for  betterment  which  it  might  contain.    This  pertains 


368 


PLANNING  AND  TIME  STUDY 


BETTERMENTS  FROM  TIME  STUDY 


369 


not  only  to  the  small  cycle  of  the  operation,  but  also 
to  the  whole  chain  of  which  it  is  but  a  part.  For 
instance,  Dr.  Taylor  stated  that  when  he  was  made 
foreman  of  a  machine  shop  and  was  charged  with  the 
completion  of  the  work  which  the  daily  production 
imposed  upon  his  men,  he  found  himself  unable  to 
determine  just  what  constituted  a  day's  work.  And, 
in  his  inventive  way,  he  hit  upon  the  stop  watch  as 
the  method  of  learning  what  in  fairness  to  expect  of 
the  operatives  under  him.  This  study  brought  him 
to  the  cutting  capacity  of  the  tool  steels.  And  as  a 
result,  in  his  thorough  indefatigable  fashion,  he  pur- 
sued this  factor  until  it  became  the  subject  of  a  wide 
physical  research.  This  labor  produced  his  memor- 
able treatise,  **The  A.rt  of  Cutting  Metals,''  with  its 
exhaustive  considerations  of  cutting  speeds,  tool 
shapes,  etc.;  and,  as  an  important  adjunct,  his  re- 
search into  the  transmission  of  power  by  belts.  His 
stupendous  study  was  also  the  direct  cause  of  the 
development  of  the  modern  high-speed  tool  steel  with 
its  enormous  savings. 

This  luminous  example  of  the  possibilities  of  time 
study  is  mentioned  not  only  to  assure  the  right  pres- 
tige which  should  attach  to  the  method,  but  also 
to  illustrate  the  essential  quality  of  patience  and 
thoroughness  which  should  direct  its  work  and  which, 
if  properly  pursued,  may  lead  to  great  economies. 

Naturally,  not  all  studies,  no  matter  how  faith- 
fully or  intelligently  carried  out,  will  result  in  such 
tremendous  developments  as  those  from  the  pioneer 
endeavors  of  Dr.  Taylor.  Rather  the  results  of  such 
study  furnish  the  basis  for  future  applications  on  a 


smaller  scale,  and  so  facilitate  new  work  by  the 
knowledge  obtained  from  them.  For  instance,  in  the 
case  of  cutting  metals,  specific  tables  of  standard 
speeds,  feeds,  and  cuts  have  been  developed  for 
various  kinds  of  work  and  material,  and  these  are 
available  for  comparison  with  conditions  as  found, 
and  supply  the  basis  of  change,  if  a  change  is  found 
necessary. 

But  the  metal-cutting  industries,  while  big  factors 
in  the  manufacturing  world,  are  not  the  whole  by  any 
means.  The  entire  textile,  ceramic,  rubber,  and 
leather  industries  call  today  for  labors  similar  to 
those  so  splendidly  performed  by  Dr.  Taylor  in  the 
metal-working  industries. 

The  use  of  time-study,  then,  as  the  creator  of 
standards — or  better,  as  the  impulse  to  higher  stand- 
ards— is  a  big  possibility  and  merits  the  most  serious 
consideration  of  business  men.  Such  study  is  a 
fruitful  source  of  operating  betterments  which  do  not 
compare  in  scale  with  those  mentioned  and  indicated, 
but  which,  to  the  individual  plant  are  vital,  neverthe- 
less, and  highly  profitable.  These  betterments  are 
within  the  reach  of  almost  any  alert  time-study  ob- 
server whose  faculties  have  been  trained  to  the  work 
and  whose  background  of  experience  is  sufficiently 
wide  and  diverse  as  to  suggest  fresh  applications  to 
the  problem  in  hand. 

Betterments  in  Yam  Spinning. — As  a  very  inter- 
esting case  in  point  showing  the  revelations  in  which 
the  dissecting  process  of  time  study  may  result,  I 
recall  an  experience  in  the  yarn-spinning  room  of  a 
cordage  plant      The  immediate  problem  was  to  set 


370 


PLANNING  AND  TIME  STUDY 


BETTERMENTS  FROM  TIME  STUDY 


371 


time  standards  as  the  basis  of  piece  rates  and  a 
bonus  applied  on  earnings  under  the  rates.  It  was 
very  necessary  to  set  equitable  and  correct  stand- 
ards, so  that  the  earnings  possible  with  one  kind  of 
Yarn  would  be  the  same  as  with  another  to  insure 
that  no  standard  might  be  incorrect  and  result  in 
either  unearned  or  deficient  returns  to  the  operatives. 
A  time  study  of  the  yarn-spinning  operation  in 
rope  making  is  comparatively  simple,  for  the  opera- 
tion is  almost  entirely  automatic,  the  actual  opera- 
tion consisting  of  twisting  a  sliver  a  certain  number 
of  turns  per  running  foot  and  winding  it  up  on  a 
bobbin.  It  was  observed  upon  examination  that  the 
operation  resolved  into  the  following  elements: 

Running  time  (or  rate  of  winding  up), 

Doffing  time    (removing  full   bobbin   and   replacing  with 

empty), 
Allowances  for  breaks  (due  to  a  variety  of  causes). 

The  running  time  appeared  to  be  a  comparatively 
easy  matter  to  determine.  The  procedure  followed 
was  to  weigh  up  50-pound  test  lots  of  sliver  and 
observe  the  net  i*unning  time;  that  is,  the  starting 
time  was  noted,  deductions  for  doffing  or  any  other 
stoppages  were  made,  and  the  finishing  time  was 
observed,  the  net  interval  being  the  running  time  for 
the  fifty  pounds  of  sliver  under  test.  The  results  of 
the  tests  were  tabulated,  and  the  discovery  was  made 
that  considerable  disparity  existed  in  the  results. 
That  is,  two  or  three  tests  on  the  same  sliver  would 
show  wide  discrepancies,  in  two  instances  the  varia- 
tion being  as  much  as  100  per  cent. 


Since  this  element  was  the  preponderant  element 
in  the  total  time  for  spinning,  it  was  highly  impor- 
tant to  determine  it  closely.  The  element  also  was 
supposedly  the  automatic  or  fixed  one  in  the  study, 
for  it  was  directly  a  function  of  the  running  time 
of  the  spinning  jenny  or  machine  itself. 

Immediate  investigation  was  made  to  determine 
the  cause  of  this  irregularity,  and  it  was  found  that 
the  difficulty  arose  from  the  condition  of  belts  and 
pulleys;  that  is,  not  every  jenny  had  the  same  spindle 
speed  because  there  was  a  variation  in  belt  tensions 
and  even  in  pulley  diameters.  A  complete  overhaul- 
ing of  the  equipment  was  made;  belts  were  replaced 
and  pulleys  were  standardized,  and  conditions  were  so 
changed  that  the  spindle  speeds  of  all  Jennys  were  the 
same  within  narrow  limits  of  difference. 

It  may  seem  incredible  that  such  a  lax  physical 
condition  could  go  unnoticed  for  so  long  a  time,  but 
the  fact  remains.  For  years  the  operatives  had  been 
striving  under  piece  rates  for  uniform  earnings  when 
the  physical  conditions  compelled  inequity.  After 
the  adjustments  had  been  made,  time  standards  were 
computed  and  rates  were  set,  and  the  entire  system 
then  operated  under  conditions  conducive  to  the  suc- 
cess that  was  ultimately  achieved. 

This  instance  illustrates  the  ramifying,  yet  con- 
structive, character  of  time  study,  and  also  depicts  a 
condition  typical  of  many  old  standing  plants.  Such 
conditions  arise  from  a  sort  of  staleness  in  view- 
point— a  slipping  into  ruts  of  routine — whereby 
executives  are  blinded  to  the  possibilities  of  improve- 
ments in  their  plants  and  which  sometimes   to   the 


372 


PLANNING  AND  TIME  STUDY 


BETTERMENTS  FROM  TIME  STUDY 


37.3 


eye  of  the  professional  engineer  are  almost  glaringly 
apparent. 

Betterments  in  a  Window-Screen  Plant.— Another 
very  interesting  development  in  my  time  study  ex- 
perience occurred  in  a  window-screen  manufactory. 
The  window  screen,  familiar  to  all  readers,  consists 
of  a  wire  mesh  or  netting  mounted  on  a  frame  of 
wood  or  metal.  To  the  layman  it  is  a  simple  article, 
but,  by  various  reasons,  its  manufacture  is  exceed- 
ingly complex.  The  chief  cause  of  complexity  is  the 
fact  that  architectural  practice — of  course,  quite 
necessary  for  proper  effects — has  led  to  a  complete 
absence  of  standardization  in  window  design;  and 
the  openings  and  the  screens  to  fit  them,  are  infi- 
nitely varying  in  size. 

The  orders  received  at  this  plant  called  for  a 
variety  of  dimensions,  which  meant  that  each  order 
had  to  be  processed  and  completed  intact.  A  piece- 
rate  system  was  in  operation  at  the  plant,  but  it  had 
not  been  operating  successfully  and  had  resulted  in 
great  lack  of  uniformity  in  earnings  and  a  consequent 
dissatisfaction  to  the  men. 

The  first  step  in  correction  was  to  ascertain  the 
time  required  to  perform  each  of  the  sixty-odd  opera- 
tions which  contributed  to  the  finished  article,  and  at 
the  same  time  to  examine  the  basis  or  unit  of 
measurement  of  the  product  on  which  the  piece  rates 
were  set. 

It  might  be  well  to  interpolate  at  this  juncture 
the  necessity  for  determining  the  right  unit  by  which 
to  measure  the  rate  of  production.  In  most  cases 
this  is  a  comparatively  simple,  even  obvious,  matter. 


Usually  the  piece  itself  is  the  unit,  sometimes  some 
other  unit,  such  as  the  pound  or  the  yard  is  adopted. 
Often,  however,  the  unit  is  not  quite  so  easy  to  dis- 
cern, and  piece  rates  may  become  inoperative  or  in- 
effective because  of  the  selection  of  an  improper 
unit.  In  this  plant,  the  unit  had  been  taken  as  the 
piece,  the  finished  screen;  that  is,  the  men  were  paid 
so  much  for  each  operation  on  the  screen. 

By  a  time  study  of  the  operations  in  making  a 
screen,  however,  it  was  observed  that  over  55  of  the  63 
operations  were  direct  functions  of  the  perimeter  of  the 
screen  and  had  no  bearing  whatsoever  on  the  screen 
as  a  whole.  There  were  cases  in  which,  on  this 
measure,  the  work  performed  on  a  screen  of  one  size 
or  opening  would  be  three  times  that  on  another,  and 
yet   the   men   making   each   size  were  receiving   the 

same  pay. 

In  this  case  the  unit  of  measure  was  changed  to  the 
perimeter  of  the  screen  for  the  55  operations  on  which 
perimeter  was  the  function,  and  kept  on  the  screen 
basis  for  those  operations  on  which  such  a  basis  was 
fair.  Time  study  was  then  made  to  determine  the  time 
per  linear  foot  for  each  operation,  and  rates  were  set 
on  this  basis.  The  order  on  its  receipt  was  reduced 
to  terms  of  outside  dimensions  in  feet,  and  production 
on  those  terms  was  credited  to  the  men  accordingly. 

Not  only  did  this  installation  result  in  greater  sat- 
isfaction and  more  uniform  earnings  to  the  opera- 
tives, but  it  also  enabled  one  important  department, 
which  it  had  been  impossible  to  place  on  piece  rate 
under  the  old  screen  basis,  to  be  put  on  a  piece-rate 
basis.    The  result  in  this  department  was  a  reduction 


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375 


in  the  time  in  it,  or  turnover,  of  over  65  per  cent, 
or  a  commensurate  increase  in  production. 

Betterment  in  a  Spinning  Room.— Another  time- 
study  observation  was  made  in  a  woolen-yarn  mule- 
spinning  room.  A  spinning  mule,  it  might  be  stated, 
is  a  machine  carrying  a  number  of  spindles  which  must 
be  doffed,  or  stripped,  as  the  bobbins  are  filled.  In  this 
plant  the  spinners  did  their  own  doffing,  and  study 
revealed  that  without  assistance  this  doffing  opera- 
tion resulted  in  a  heavy  loss  of  the  productive  run- 
ning time  of  each  mule.  Detailed  studies  were  made, 
and  doffer  boys  were  alloted  to  the  room  in  propor- 
tion to  the  number  of  spinners.  Their  job  was  to 
assist  the  spinners  in  doffing,  and  in  this  way  to 
shorten  the  idle  period  of  the  machine  entailed  by 
that  operation. 

This  illustration  again  represents  a  latent  oppor- 
tunity for  a  considerable  improvement  which  existed, 
without  thought  of  the  possibilities,  until  a  trained 
time-study  man  devoted  his  faculties  to  the  process. 
It  is  not  to  be  inferred  from  this,  however,  that  all 
woolen  mule-spinning  rooms  are  operated  in  the  man- 
ner in  which  this  one  was  found.  Doubtless  many 
textile  plants  have  already  studied  this  phase  of  the 
work  and  have  long  ago  employed  doffers  to  assist 
in  the  operation.  But  this  plant,  despite  its  long 
establishment  in  business,  was  found  in  that  condi- 
tion and  benefited  considerably  by  the  innovation. 

Betterment  in  a  Leather  Factory.— In  another 
plant,  a  leather  manufacture,  the  hides  after  tanning 
were  trimmed  preparatory  to  the  final  cutting  up. 
The  soft  leather  around  the  edges  was  cut  away  by  a 


gang  of  rather  ignorant  laborers.  The  operation 
happend  to  occupy  the  attention  of  the  time-study 
observer,  whose  eye  detected  in  the  course  of  the 
study  that  each  man  in  the  gang  judged  for  himself 
the  amount  which  should  be  trimmed.  The  observer 
also  noticed  that  there  appeared  evidence  of  consider- 
able uncertainty  in  the  mind  of  the  laborer  as  to  just 
what  amount  should  be  cut  off.  A  little  investiga- 
tion disclosed  the  fact  that  much  needless  loss  of 
good  leather  was  occurring. 

A  little  extra  expense  was  justified  many  times 
over  by  placing  a  man  of  exceptional  skill  in  a  cen- 
tral position  who  indicated  just  what  should  be 
trimmed  from  the  hides  as  they  passed  him  before 
the  laborers  did  the  cutting. 

This  is  another  instance  almost  absurd  in  the 
stupidity  of  practice  presented,  but  it  is  an  actual 
experience.  In  some  form  or  other  similar  gross 
wastes  will  be  found  in  many  plants  today  and  in 
just  such  obvious  but  unperceived  forms.  Again  the 
moral  is  the  value  of  time  study  as  a  producer  of 
ideas  and  economies. 

Betterment  in  a  Plating  Department. — Savings  ef- 
fected in  the  foregoing  examples  have  been  fairly 
small  as  compared  to  the  total  turnover,  but  the  fol-  * 
lowing  example  showing  the  method  of  time  study 
as  applied  in  a  plating  department  is  presented  be- 
cause here  it  saved  a  fairly  large  investment  in 
equipment. 

The  action  in  this  particular  department  repre- 
sented about  one  fourth  of  the  productive  pay  roll. 
The  work  was  essentially  manual  by  nature  and  con- 


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377 


sisted  principally  of  preparing  the  surfaces  of  a 
varying  assortment  of  irregular  articles  for  plating. 
The  process  was  one  of  cleansing  by  the  use  of 
caustic  dips,  hot  water,  and  cyanide  baths. 

The  apparent  fault  in  operation  was  the  laggard 
activity  of  the  operatives.  The  work  was  moving  at 
a  slow  and  irregular  pace.  Production  had  become, 
accordingly,  a  low  and  variable  quantity.  The  prob- 
lem was  to  control  the  production  and  bring  it  to  a 
uniform  flow  of  such  velocity  as  consistent  with  ex- 
cellent finish  and  the  healthful  capacity  of  the  men. 

The  first  remedy  considered  was  the  installation  of 
automatic  cleaning  and  plating  tanks.  In  the  main, 
these  tanks  would  be  operated  on  the  principle  of  a 
conveyor  and  the  article  in  process  would  be  carried 
through  the  tank,  and  cleaned  or  plated  according 
to  the  nature  of  the  solution  in  which  it  was  sus- 
pended. The  thought  was  that,  by  the  use  of  these 
tanks,  the  labor  could  be  decreased  and  a  saving 
effected  which  would  more  than  justify  the  cost  of 
installation,  which  was  estimated  at  from  ten  to 
fifteen  thousand  dollars. 

Upon  detailed  examination  it  was  found  that  the 
actual  number  of  men  required  for  operating  these 
tanks  would  be  about  the  same  as  under  the  pre- 
vailing equipment,  but  the  advantage  as  claimed, 
however,  would  come  in  the  regularity  of  production 
which  the  automatic  feature  of  the  machine  com- 
pelled. Specifically,  it  was  found  that  the  unit  rate 
of  production  would  be  about  forty  to  forty-five  sec- 
onds per  piece. 
Previous  time  studies  had  indicated  that  the  poten- 


tial capacity  of  the  men  with  the  old  tanks  was  not 
far  from  this  rate.  More  extensive  studies  were  then 
made  of  the  existing  method  to  determine  the  actual 
requirements,  and  any  latitude  for  curtailment  of 
effort  or  motions.  By  these  it  was  found  that  the 
operative  could  handle  the  work  in  forty-two  seconds 
per  piece,  working  at  normal  efficiency.  It  was  then 
evident  that  the  problem  was  to  secure  and  maintain 
the  full  productive  capacity  of  the  men. 

Some  form  of  wage  incentive  was  suggested,  and 
as  a  result  a  bonus  system  was  instituted.  The 
standards  on  which  the  efficiency  was  measured,  were 
carefullv  determined  bv  time  studv.  A  bonus  curve 
was  used  which  graded  from  zero  at  about  65  per 
cent  efficiency  to  25  per  cent  bonus  at  100  per  cent 
efficiency,  increasing  thereafter  at  the  rate  of  1  per 
cent  gain  for  every  1  per  cent  in  efficiency. 

The  men  responded  very  quickly  to  the  reward  for 
greater  effort,  and  in  a  few  weeks  were  earning 
bonuses  from  25  per  cent  to  35  per  cent  of  the  week's 
pay,  and  in  some  instances  much  higher.  The  pro- 
duction increased,  and  the  flow  of  work  reached  an 
even  rate,  first  approaching  and  then  exceeding  the 
fullest  possibility  of  the  automatic  equipment. 

This  instance  is  mentioned  because  it  shows  the 
real  power  for  mutual  good  which  a  well-applied 
wage  incentive  may  have;  but  another  reason  for  its 
discussion  here  is  that  it  again  illustrates  that  the 
intelligent  use  of  time  study  prevented  a  needless 
investment  and  gained  the  desired  end  without  cap- 
ital outlay,  and  at  the  same  time  did  increase  the 
earnings  of  the  operatives  in  the  department. 


M^ 


378 


PLANNING  AND  TIME  STUDY 


Betterments  in  an  Excelsior  Plant.— Recently  one  of 
my  fellow  staff  members  worked  an  ingenious  result 
from  the  time  study  which  he  made  in  a  small  plant 
manufacturing  excelsior. 

Excelsior  is  a  wood  product,  and  is  made  by  cut- 
ting logs  to  short  lengths  and  then  shaving  or  shred- 
ding the  logs  in  a  machine  specially  devised  for  the 
purpose.  The  output  is  then  baled  for  shipment. 
The  work  is  usually  done  in  units  of  these  excelsior 
machines  which  are  supplied  by  a  cut-off  saw  and 
are  arranged  as  shown  in  the  sketch,  Figure  175. 


FIG.  175.     ORIGINAL  ARRANGEMENT  OF  SAW  AND  LOG  PILE  IN  AN 

EXCELSIOR-MAKING   UNIT 
Courtesy,  Sphinx  Talks 


BETTERMENTS  FROM  TIME  STUDY 


379 


The  logs  were  piled  in  the  space  marked  X,  and 
were  carried  by  man,  A,  to  the  cut-off  saw,  S.  The 
pieces  were  then  picked  up  by  man,  B,  and  stacked 
up  along  the  space,  Y,  before  the  excelsior  machines. 
As  may  be  easily  seen  the  man.  A,  had  an  increasing 
walk  as  he  used  up  the  logs  adjoining  his  saw  bench. 

The  engineer  in  this  case  after  due  study  decided 
that  a  more  economical  arrangement  was  possible,  as 
shown  in  Figure  176.  The  innovation  consisted  in 
installing  a  track  between  the  log  pile  and  the  stack 
of  cut  lengths,  parallel  with  the  row  of  excelsior  ma- 


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FIG.  176.     REARRANGEMENT  OF  SAW  AND  LOG  PILE  AS 
DEVELOPED   BY  TIME  STUDY 

Courtesy,  Sphinx  Talks 


380 


PLANNING  AND  TIME  STUDY 


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BETTERMENTS  FROM  TIME  STUDY  381 

nhines.  The  saw  was  mounted  on  a  truck  running 
along  this  track  and  was  able  to  maintain  the  supply 
of  cut  lengths  without  the  help  of  man  B.  Further- 
more, by  turning  the  saw  at  right  angles  to  its  former 
position,  it  was  possible  to  feed  the  logs  directly 
against  its  cutting  edge  as  they  were  drawn  from  the 
pile,  X.  The  man,  B,  whose  labors  were  dispensed 
with,  represented  one  of  five  operatives  in  each  unit, 
and  his  removal  effected  a  reduction  of  20  per  cent 
in  the  laboring  force. 

Betterments  in  Gang  Organization.— Time  study  is 
often  of  great  assistance  in  organizing  group  opera- 
tions; by  that  is  meant  an  operation  where  the  work 
is  handled  by  several  men,  working  in  a  gang.  For 
it  is  almost  inevitably  the  case  that  there  is  a  wide 
lack  of  balance  or  proportion  in  the  actual  amount 
of  work  which  the  individuals  of  such  a  gang  are 
called  upon  to  do.  Such  a  condition  was  found  by 
another  of  my  fellow  staff  members. 

The  work  in  this  case  was  performed  by  function 
operatives  and  passed  consecutively  from  one  to  the 
other.  The  study  revealed  conditions  as  shown  under 
*^01d  Arrangement"  in  Figure  177.  Of  the  fourteen 
operators  it  will  be  noticed  that  only  Operators  No.  4 
and  No.  5  were  at  work  all  the  time,  while  Operator 
No.  12,  for  instance,  was  practically  idle.  With  the 
exception  of  the  two  busy  operators,  the  percentages 
of  lost  time  varied  from  8  to  72  per  cent;  and  of  the 
210  seconds  total  required  to  produce  a  single  unit, 
93  seconds,  or  44  per  cent,  were  idle. 

This  grossly  inefficient  condition  led  to  a  thorough 
examination  of  the  operation,  and  a  careful  study 


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BETTERMENTS  FROM  TIME  STUDY 


383 


showed  that  it  was  possible  to  cut  five  men  from  the 
gang,  as  shown  by  the  heading  *'New  Arrangement," 
Figure  177.  Here  it  will  be  seen  that  the  total  lost 
time  was  reduced  from  44  per  cent  to  6  per  cent, 
which  is  a  very  successful  result  for  the  study 
undertaken. 

Betterment  in  a  Tableware  Plant.— An  interesting 
time-study  analysis  of  a  group  operation  made  in  a 
plant  in  which  I  was  engaged,  covered  the  finishing 
and  inspecting  of  high-class  tableware.     The  work 
had  previously  been  recognized  by  the  management 
as  possible  of  extreme  variations  in  production;  ac- 
cordingly piece  rates  had  been  installed.    In  this  case 
a  group  rate  was  paid,  forty  per  cent  going  to  the 
inspector  and  thirty  per  cent  each  to  the  wrapper 
and  wiper  who,  with  the  inspector,  composed  the  unit. 
Upon   study  of  the   operation  it  was  found  that 
the  actual  working  demand  upon  each  of  the  workers 
in  the  group  was  quite  out  of  balance.     On  certain 
articles  the  time  required  by  the  inspector  was  100 
per  cent  longer  than  that  required  by  the  wiper  and 
60  per  cent  longer  than  that  required  by  the  wrap- 
per; while  on  other  articles  the  wiping  time  was  the 
limiting  operation. 

This  lack  of  balance  revealed  by  the  time  study 
caused  the  group  arrangement  to  be  dispensed  with. 
The  steps  taken  with  the  results  are  quoted  from 
the  time-study  man  himself  as  follows: 

Several  extra  tables  were  installed  to  provide  sur- 
plus storage  space  and  to  make  possible  the  keeping 
of  only  one  girl  at  each  table.  It  was  also  found  that 
it  was  much  more  economical  to  move  the  girls  than 


the  ware.  The  girls,  therefore,  kept  constantly  mov- 
ing from  table  to  table,  handling  the  articles  only 
to  the  extent  of  performing  their  task.  Thus,  Girl  A, 
the  inspector,  examined  the  ware  on  Table  1,  moved 
to  Table  2,  then  to  Table  3,  etc.  Girl  B,  the  wiper, 
and  Girl  C,  the  wrapper,  likewise  moved  from  table 
to  table,  each,  however,  an  independent  unit,  paid 
for  what  she  as  an  individual  accomplished. 

Because  the  tasks  were  of  unequal  duration,  one 
inspector  often  examined  enough  ware  to  keep  two 
wipers  and  two  wrappers  busy.  On  other  grades  of 
work,  two  inspectors  were  required  to  keep  one  wiper 
and  one  wrapper  supplied  with  work,  which  knowl- 
edge had  been  carefully  predetermined  with  the  aid 

of  a  stop  watch. 

The  saving  effected  was  considerable.  Not  only 
was  the  working  day  reduced  from  ten  to  eight  hours 
for  all  of  the  operatives,  but  the  production  and  qual- 
ity were  maintained  with  a  force  of  thirty-two  in- 
stead of  thirty-nine.  The  working  hours  of  the  de- 
partment were  reduced  from  2045  to  1440  per  week,  a 
reduction  of  605  hours.  Valued  at  15  cents  per  hour, 
the  weekly  saving  amounted  to  approximately  $90. 

This  example  shows  that,  with  comparatively  no 
new  investment,  the  labor  cost  of  a  department  was 
reduced  each  year  by  $4,680,  merely  by  determining 
the  exact  relation  of  one  job  to  another,  and  thus, 
through  the  balancing  of  the  work,  eliminating  a 
weekly  loss  of  605  hours. 

Betterments  in  a  Knitwear  Factory.— The  next  ex- 
ample of  a  development  from  time  study  is  one  that 
occurred  in  a  knit  underwear  plant.    To  discuss  the 


384 


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BETTERMENTS  FROM  TIME  STUDY 


385 


situation  properly  it  is  necessary  to  describe  briefly 
the  manufacturing  processes  of  the  industry  and  the 
conditions  met  in  the  particular  plant  in  which  I  was 
engaged. 

The  knit  cloth  from  which  the  underwear  is  fash- 
ioned is  made  on  machines  which  produce  a  tubular 
cloth  in  rolls  of  various  lengths.  The  rolls  are  then 
sent  to  the  dye  and  bleach  process,  where  they  pass 
through  the  keir  and  are  bleached  and  dried — or,  if 
necessary,  dyed.  After  this  operation,  the  cloth  is 
cut  according  to  patterns,  and  the  cut  garments  are 
then  sent  to  the  seaming  and  finishing  room  where 
they  are  seamed  and  finished. 

Shortly  before  the  investigation  was  determined 
upon,  the  company  had  extended  the  plant  about  25 
"per  cent  in  floor  area.  This  had  been  done  because 
of  the  general  complaint  of  the  operating  organiza- 
tion that  the  production  was  held  up  by  congestion. 
Yet  to  the  surprise  of  all  concerned,  production,  in- 
stead of  increasing  upon  the  completion  of  the  addi- 
tion, took  a  decided  drop. 

The  examination  disclosed  that  most  of  the  trouble 
was  due  to  improper  methods  of  planning  the  work; 
but  in  the  process  of  analysis  as  to  probable  causes 
it  was  found  that  the  dye  and  bleach  department  was 
the  chief  and  most  frequent  delinquent.  Accordingly, 
the  search  first  began  in  that  department,  and  an 
engineer  was  detailed  to  make  a  time  study  of  the 
various  processes  which  represented  the  course  of  the 
product  in  that  department. 

A  preliminary  analysis  of  production  reports  had 
indicated  that  the  department  could  produce  and  had 


produced  sufficient  goods  for  the  full  day's  output 
of  the  plant,  but  its  prime  failure  was  its  inability 
to  maintain  such  a  production.  The  erratic  opera- 
tion had  been  very  annoying  to  the  superintendent 
and  had  shaken  the  confidence  of  the  department 
foreman  himself. 

In  this  particular  case,  the  study  exposed  the  root 
of  the  trouble  and  rectified  it  within  a  week.  It  was 
found  to  have  arisen  from  an  unexpected  but,  when 
seen,  perfectly  logical  cause.  The  first  operation  in 
the  department  was  known  as  **keiring."  This  oper- 
ation, for  the  benefit  of  those  readers  w^ho  may  be 
unfamiliar  with  it,  is  essentially  a  boiling  operation, 
similar  to  the  boiling  of  soiled  linen  preliminary  to 
washing  it  in  the  home  laundry,  only  on  a  larger 
scale.  The  keir  is  a.  large  hollow  steel  shell,  like  a 
boiler  shell,  into  which  the  cloth  is  run,  the  keir 
closed  and  steam  injected,  and  the  whole  mass  is  per- 
meated for  a  matter  of  hours,  usually  six  to  ten. 

The  study  revealed  no  particular  inefficiency  in 
charging  and  unloading  the  keir.  In  fact,  these  time 
elements  compared  to  the  total  cooking  period  were 
insignificant;  but  the  study  will  reveal  a  practice 
which  accounted  fully  for  the  fluctuating  produc- 
tions. 

This  practice  consisted  in  the  making  up  of  a 
charge  for  the  keir  in  the  number  of  rolls  of  cloth. 
For  instance,  the  laborers  in  charge  of  loading  were 
instructed  to  charge,  say,  sixty  rolls.  These  instruc- 
tions they  followed  very  literally,  but  the  rub  came 
in  their  disregard  of  the  big  variations  in  the  lengths 
of  the  rolls.     If,  as  sometimes  happened,  they  ran 


386 


PLANNING  AND  TIME  STUDY 


BETTERMENTS  FROM  TIME  STUDY 


387 


into  a  combination  of  small  rolls,  the  charge  of  sixty 
rolls  was  naturally  light  in  weight;  and  when,  on  the 
other  hand,  the  charge  included  a  good  number  of 
large  rolls  in  the  quota,  the  production  jumped  up. 

The  remedy  in  this  case  was  to  sort  the  rolls  of 
cloth  roughly,  as  delivered,  into  piles  of  large,  medium, 
and  small,  and  the  charge  was  then  made  up  of  a 
uniform  proportion  of  each.  The  result  was  almost 
magical.  An  even  production  of  maximum  capacity 
was  ensured  daily,  and  I  have  never  seen  any  single 
move  toward  improvement  meet  such  immediate  re- 
sponse in  bringing  about  the  desired  end  as  this. 

Again  it  was  not  a  case  of  mechanical  devotion 
to  the  measurement  of  time,  so  much  as  the  grasp  of 
the  essential  factors  which  the  analytical  approach 
of  time  study  brought  and  which  produced  the  under- 
lying idea  of  the  remedy  to  the  previously  vexing 
conditions.  It  may  seem  incredible  to  the  reader  that 
such  an  obvious  condition  could  have  remained  un- 
discovered or  unobserved,  but  the  fact  remains,  and 
I  have  no  doubt  but  that  some  similar  condition  can 
be  found  and  be  as  easily  adjusted  in  many  other 
plants. 

Betterment  in  a  Foundry. — Another  very  successful 
application  of  time  study  was  made  in  a  foundry 
which  produced  the  large  hollow  sections  used  in 
building  up  the  ordinary  house  boiler.  These  sec- 
tions present  one  of  the  most  difficult  of  foundry 
problems.  They  have  a  thin  wall  which,  for  evapor- 
ating efficiency,  must  be  of  uniform  thickness.  The 
character  of  the  section  necessitates  the  use  of  an 
exceptionally  large  core,  and,  all  told,  combines  a 


number  of  conditions  to  make  a  very  trying  product. 

In  this  plant,  the  percentage  of  rejects  or  dis- 
counts was  prohibitively  heavy;  and  the  management 
was  unable  to  get  a  clean-cut  record  of  production 
and  an  inspection  of  that  production  each  day  in 
order  to  ascertain  causes  properly,  the  reason  for 
this  being  that  the  cleaning  room  was  apparently 
unable  to  handle  the  day's  production. 

A  cursory  examination  of  the  condition  showed 
that  the  difficulty  in  the  cleaning  room  i*esulted  from 
deficient  rattler  capacity;  but  before  recommending 
further  investment,  a  time  study  was  made  of  the 
rattler  operation  as  further  evidence  of  the  necessity 
for  additional  equipment. 

Here,  as  in  the  keiring  operation  just  described, 
the  operation  consisted  of  loading  the  rattler,  which 
then  turned  for  a  period  and  then  was  unloaded. 
The  study  showed,  as  in  the  keiring  operation,  that 
the  loading  and  unloading  time  were  relatively  small 
proportions  of  the  total  operating  time.  This  seemed 
to  present  a  dead  end  to  the  time  study,  but  the 
study  did  not  stop  there.  An  examination  was  made 
as  to  the  purpose  of  the  rattling  and  the  adequacy 
of  the  limits  of  time  of  rattling  necessary  to  serve 
that  purpose.  In  this  case  the  rattling  was  done,  not 
so  much  to  clean  the  outside  of  the  casting,  as  to 
break  up  the  large  core  and  shake  loose  the  core  rods, 
so  that  both  the  rods  and  the  core  sand  might  be 
removed. 

At  first  the  experiment  was  tried  of  reducing  the 
rattling  period  by  intervals  of  half  hours  and  noting 
to  what  extent  the  cleaning  or  shaking  loose  was 


388 


PLANNING  AND  TIME  STUDY 


BETTERMENTS  FROM  TIME  STUDY 


389 


completed.  This  disclosed  the  fact  that  the  time 
could  be  reduced  about  33  per  cent,  which  meant 
an  almost  proportional  increase  in  production.  But 
the  undertaking  did  not  stop  here,  and  further  ex- 
periments were  started  to  determine  some  way  of 
facilitating  the  work.  Means  that  proved  effective 
were  found  in  the  ^* bumping"  of  the  casting,  or  in 
the  use  of  a  wooden  maul,  with  the  casting  on  a 
wood-block  floor.  Striking  with  the  maul  tended  to 
loosen  up  th^  core  without  damaging  the  casting, 
and  the  rattling  that  followed  then  reduced  the 
chunks  of  the  broken  core  to  finer  pieces.  The 
rattling  time  was  again  reduced,  and  the  same  result 
as  originally  obtained  was  accomplished  in  half  the 
original  time.  In  this  manner,  the  cleaning  room 
capacity  was  balanced  with  the  foundry  output  with- 
out extra  equipment.  Daily  reports  then  became  pos- 
sible, showing  causes  of  rejections,  and  permitting 
an  intelligent  correction  of  these  causes. 

Time  Study  Not  a  Panacea. — So,  examples  could  be 
multiplied  indefinitely,  possibly  to  the  tedium  of  the 
reader.  I  have  selected  the  several  instances  here 
given  because  they  cover  a  wide  range  in  industries, 
conditions,  and  results,  and  because  I  believe  that 
they  exemplify  the  object  of  the  entire  work  known 
as  time  study. 

Unfortunately,  either  the  first  claimants  for  time 
study  held  out  impossible  accomplishments,  or  manu- 
facturers themselves  unwisely  looked  upon  it  as  a 
kind  of  Aladdin's  lamp  with  which  their  troubles 
might  be  rubbed  away  and  their  profits  increased. 
Their  awakening  led,  very  frequently  and  unfairly, 


to  a  distrust  of  the  work  and  a  discouragement  of 
any  effort  of  the'  kind.  Personally  I  feel  that  too 
often  time  study  is  resorted  to  needlessly,  or  as  a 
kind  of  hocus  pocus  to  befuddle  the  watchful  eyes 
of  management  and  men  which  center  on  the  first 
efforts  of  the  incompetent  engineer. 

Despite  this  buncombe  which  has  undoubtedly  been 
foisted  on  some  manufacturers,  there  exists  in  that 
no  reason  for  the  discrediting  of  the  work  when 
properly  and  intelligently  done.  My  own  conviction 
after  considerable  observation  is  to  believe  very 
firmly  in  the  method,  but  also  to  believe  that  success 
exists  with  it,  as  in  most  things,  in  the  wise  selection 
of  appropriate  time  and  conditions,  and  most  of  all 
in  the  fitness  of  the  individual  who  makes  either  the 
observation  or  the  deductions  therefrom. 
#  Time  and  again  I  have  had  executives  and  students 
of  time  study  inquire  as  to  the  commercial  legitimacy 
of  the  work  and  even  intimate  an  opinion  of  its  foot- 
lessness.  Each  time,  and  now  again,  I  have  replied 
that  under  certain  conditions  and  when  properly 
done,  time  study  is  an  indispensable  adjunct  to  in- 
dustrial betterment  for  both  owner  and  operative. 

The  Servant  af  Science. — Time  study  should  be 
understood  in  its  true  character,  and  that  is  as  the 
servant,  of  science.  Eeview  any  definition  of  science 
and  you  will  find,  I  dare  say,  that  its  substance  is 
physical  measurement  of  some  kind.  In  fact,  science 
is  measurement,  and  its  laws  revert  in  the  last  analy- 
sis to  some  observation  of  the  great  operations  of  the 
universe,  which  is  and  can  only  be  a  measurement. 

So  it  is  science  which  is  speaking  today  in  industry 


390 


PLANNING  AND  TIME  STUDY 


BETTERMENTS  FROM  TIME  STUDY 


391 


I  ■'-         -Vi  '  ' 


m 

Mm 


m  the  form  of  time  study.  We  are  apt  to  forget 
that  industry,  as  carried  on  today,  is  young.  The 
huge  plants  and  the  numbers  engaged  in  industry 
incline  us  to  accept  it  as  a  long  established  affair, 
but  m  reality  the  modern  factory  system  is  not  yet  a 
century  old. 

During  its  life  great  advances  have  occurred,  both 
outside  of  its  activity  and  within,  and  it  is  not  to  be 
taken  that  great  changes  are  not  yet  to  be  made.  In 
fact,  the  problems  of  industry  are  many  and  acute, 
and  I  submit  that  if  there  be  any  solution  it  must 
evolve  from  an  exact  knowledge  or  measurement  of 
the  conditions  of  its  operation  and  under  which  it 
operates. 

Time  study  properly  applied  is  one  of  the  few  ways 
m  which  this  analysis  can  be  made,  and  its  position 
and  value  is  now  recognized  and  questioned  only  by 
the  Ignorant  or  careless. 

The  Relation  of  Time  Study  to  the  Worker.— A 
consideration  of  time  study  would  be  incomplete 
without  mention  of  its  relation  to  the  workmen  them- 
selves who  frequently  are  the  subject  of  such  study. 
There  is,  unfortunately,  a  well-developed  antagonism 
toward  time  study  as  shown  by  organized  labor. 
From  the  attitude  shown,  it  is  apparently  regarded 
simply  as  an  exploitation  of  labor  and  not  primarily 
m  its  interest.  An  English  labor  paper  in  decrying 
the  work  has  called  it  -the  perfect  fruit  of  capital- 
ism.'' 

It  is  unspeakably  lamentable  that  such  a  potent 
aid  m  the  partial,  if  not  final,  adjustment  of  the 
seemingly    fundamental    antagonism    of    labor    and 


capital  as  time  study,  is  so  soon  after  its  inception 
greeted  with  suspicion  and  active  opposition.  This 
is  a  condition  on  which  no  amount  of  argument  or 
logic  can  prevail.  The  only  remedy  is  that  of  ex- 
perience, and  it  is  the  duty  of  every  time-study  man 
to  see  to  it  that  his  efforts  and  judgments  are  such 
as  to  befriend  and  not  estrange  the  men  with  whom 
he  comes  in  contact. 

A  Sermon  to  Time-Study  Men. — The  subject  in- 
clines me  to  preach  a  little — in  which  weakness  at 
the  end  of  this  treatise  I  trust  the  reader  will 
indulge  me.  So  a  word  to  you  who  make  the  time 
study. 

First,  dig  thro.ugh  the  files  of  "The  Engineering 
Magazine"  and  read  the  anonymous  article  by  an  in- 
dustrial engineer,  published  in  1917,  under  the  cap- 
tion, -Working  Efficiently."  Personally  I  believe 
if  every  workman  in  this  country  could  read  that 
little  message — quite  evidently  from  an  experienced 
engineer — any  distrust  of  time  study  would  dis- 
appear, and  I  urgp  upon  all  who  can  do  so  to 
read  it. 

Now  to  return  to  the  preaching.  Do  not,  when 
starting  time  study,  make  it  a  furtive  effort  to  dis- 
cover or  discredit  a  man,  but  make  it  a  work  of  full 
and  fair  understanding  to  the  man.  Explain  your 
purpose,  what  you  are  going  to  do,  and  develop  in 
the  man  a  spirit  of  co-operation  and  not  one  of  dis- 
trust. 

Time  study  should  not  be  covertly  done.  It  is  an 
open  effort  to  ascertain  a  physical  fact  as  to  rate  of 
production,  which,  in  a  world  of  absolutely  sheer 


392 


PLANNING  AND  TIME  STUDY 


m 


t ,  ■  (,  ■  -  f  ■■. ,  •:• 


altruism  would  be  the  first  step  in  economic  pro- 
cedure and  it  should  be  explained  and  understood  as 
such. 

Every  man  who  makes  a  study  which  gains  the 
justified  confidence  of  a  workman  by  its  result,  is 
working  toward  the  reconciliation  of  the  views  of 
labor  and  capital,  which  should  be  in  harmony  for 
their  own  best  interests  and  the  world's  peace. 

Time  Study's  Aid  in  Wax  Work.— The  value  of 
time  study  is  far  reaching.  At  the  great  juncture 
in  which  this  country  found  itself  placed  by  the 
declaration  of  war,  time  study,  too,  played  its  part 
and  with  good  effect. 

Soon  after  the  war  in  Europe  started,  it  was  seen 
that  the  basis  of  the  conflict  was  essentially  economic, 
and  that  success  meant  mastery  in  industry.  So, 
when  the  United  States  entered  the  war,  this  truth 
had  had  time  to  percolate  and  to  govern  action.  It 
was  known  that  the  long  battle  lines  were  but  screens, 
behind  which  the  executive  genius  of  the  various 
countries  directed  their  resources  and  productive 
capacity. 

When  this  country  entered  the  war,  it  was  almost 
entirely  unprepared,  and  the  demand  on  industry 
was  twofold— for  the  materials  of  war  demanded 
both  a  new  product  and  a  high  speed  of  production 
for  it. 

I  happened  to  be  engaged  on  a  munitions  contract, 
and  when  first  informed  of  the  project,  I  inquired 
as  to  what  descriptive  data  was  available  covering 
the  product— in  this  instance,  gun  carriages.  I  had 
in  mind  the  necessity  for  preparing  detailed  lists  of 


BETTERMENTS  FROM  TIME  STUDY 


393 


operations,  with  types  of  machines  on  which  they 
could  be  done  and  time  estimates  for  each  operation. 

To  my  surprise  and  admiration  there  was  issued 
at  once  from  the  government  complete  lists  of  oper- 
ations for  every  part  in  the  gun  carriage,  with  the 
machines  specified  and,  what  was  more  valuable 
beyond  measure,  a  time-study  estimate  of  each  oper- 
ation. 

The  estimate,  which  is  one  of  the  most  complete 
pieces  of  information  I  have  ever  seen  covering  a 
new  product,  presented  an  immense  aid  in  the  pre- 
paratory requirements  for  manufacture.  The  times 
given  permitted  an  accurate  estimate  of  the  numbers 
of  each  kind  of  machine  and  their  arrangement.  In 
general,  it  made  it  possible  to  lay  out  the  plant  in 
advance,  to  place  the  machinery  as  its  arrived,  and 
to  schedule  ahead  the  production  with  fair  degree 
of  accuracy. 

These  time  estimates  were  based  on  data  derived 
from  time  studies  on  similar  operations,  which,  I 
understand,  were  placed  at  the  disposal  of  the  govern- 
ment by  the  committee  of  machine  tool  manufac- 
turers. It  really  makes  no  difference  as  to  the  source, 
the  benefit  was  tremendous,  and  unquestionably 
enabled  the  manufacturers  who  held  contracts  to 
expedite  the  whole  plan  of  action,  which  the  great 
production  required. 

Here  was  a  direct  and  powerful  result  from  the 
use  of  reliable  data  of  time  study.  It  illustrates 
with  force  the  big  gain  which  time  study  has  brought 
to  the  world  and  to  us  as  a  nation  and  as  the  pioneers 
in  its  use. 


394 


PLANNING  AND  TIME  STUDY 


Conclusion. — This  concludes  the  treatment  of  time 
study.  It  is  hoped  the  method  has  not  only  been 
made  clear,  but  that  its  objects  and  purposes  have 
been  substantiated  by  the  examples  given  of  its 
benefits.  Time  study  is  a  big  work,  capable  of  great 
good;  and  if  this  discussion  has  brought  it  fair  con- 
sideration from  the  occasional  skeptic,  it  has  not  been 
in  vain. 


-.-,-^rii'ti'. 


i 


INDEX 


397 


V 


'■'-'r 


INDEX. 


Accessories    and    Small    Tools,    Stand- 
ardization of,   124 
— Inventory  of,  107 
— Record  Card,   128 
Accumulator     for    Recording     Machine 

Activity,     133,    135 
Activity       Reports       on       Automobile 
Springs,  234 
— on  Machines,    129 
Advance  Planning,   145 
Alexander,    Magnus    W.,    on    Seasonal 

Fluctuation,   43 
Allowance  for  Fatigue,  335 
American    T3rpe    Founders    Co.,     Pro- 
duction Control  at,   159 
Amount    of    Demand    as    a    Factor    in 
Production   Control,    57 
— or    Quantity,    Definition    of,    25 
Analysis  of  Delivery  Requirements,  52 
— Demand      against      Equipment     in 
Rope  Manufacture,  281 
Analysis  of  Orders  for  Estimating  Ma- 
terial, 72 
— Orders  in  Rope  Manufacture,  270 
— Sales,    Graphic,   39 
— Sales,  Numerical,  37 
Analytical  Method  of  Time  Study,  187, 

367 
Antagonism    of    Labor    Toward    Time 

Study.    390 
Application  Book  in  Underwear  Manu- 
facture,  306,   320 
Application  of  Demand  against  Equip- 
ment,  140 
— Stock  in   Rope  Manufacture,  Rec- 
ord of,  292 
— Stock  in  Underwear  Manufacture, 
305,   306,   320 
Approximate    Method   of   Time   Study 

186 
Arrangement  of  Equipment,   112 
— Equipment,  Two  Plans  for,  28 


— Planning   Boards,    154,    156,    158 
160 
Armour,     J.     Ogden,     on     Commercial 

Basis  of  Planning,  9 
Assembly    in    Tableware   Manufacture 
251 
— Operation  Records  on,   123 
— Records,   119 
Assembly  Requisition   Blank,   93 
Atchison,  Topeka  &  Santa  Fe  R.R.,  Ex- 
amples   of    Standardized    Small 
Tools.   125,   126 
Authority,  Functional  Divisions  of,  198 
— Resting    in    Planning    Department 
Manager.  195 
Authorization  of  Purchase  in  Planning 

Department,  81 
Automatic  Buffing  in  Tableware  Manu- 
facture. 262 
Automatic  Machinery  the   Modern   In- 
strument.  102 
Automobile  Accessory  Plant,   Machine 

Arrangement  in,    116 
Automobile  Springs,   Demand  for,  207 
— Finished,   Piling  Method,  215 
— Time  Study  of  Operation  in  Mak- 
ing, 188 
— Time  Study  on  Fitting  Operations. 

335-342 
— Variety  of.  207 
AntomobUe   Springs  Manufacture,    Se- 
Quence  of  Forms  Used — 
— Order  Record,  208,  209 
— Production  Register,  212 
— Stock  Requirements  Record,   213 
— Operation  Card,   214 
— Dispatch  Cards,  217 
— Stock  Record,  222,  235 
— Work  Tag,  224 
— Daily  Operation  Report,    228 
— Customer's    Requirements     Sheet, 
230 


396 


— Spoilage  Report,  234 
Avalon    Knitwear    Co.,    Productimeter 

Used  By,   98,    100 
Average  Costs,  Uses  of,  183 

Babcock,  George  D.,  on   the  Elements 
of  Planning,   21 
— on  Use  of  Planning  Boards,   153 
Balance  Affected   by   Changing   Condi- 
tions,   110 
— Due  on  Contract  Purchases,  90 
Balance  of  Capacity,  109 
— Equipment,   108 

— Equipment  in  a  Textile  Plant,  109 
— Work     Ahead     of     Rope-Machine 
Groups,  272 
Barth,   Carl  O.,   Investigations   on  Fa- 
tigue, 348 
Basic  Purchasing  Methods,  Two,  75 
Basis  of  Planning  in  Business,   1 

— Wage  Incentives,  366 
Belts,  Faulty,  Disclosed  by  Time  Study, 

371 
Belt    Transmission,    Taylor's    Experi- 
ments on,   368 
Betterments  in  Excelsior   Plant,   378 
—Foundry,    386 
— Gang  Organization,    381 
— Knitwear  Factory,   383 
— Leather  Cutting,  374 
— Plating  Department,  375 
— Spinning  Room,    374 
— Tableware  Plant,   382 
— ^Window-Screen   Plant,   372 
— Woolen  Mill,   124 
— Yarn  Spinning,  369 
Betterments     Secured     through     Time 

Study,  367 
Bill  of  Material  Form  Used  in  a  Con- 
veying Machinery  Plant,  56 
— or  Specification  Sheets,  67 
Bin  Stock  Tag,   89,  90,   93 
Bleaching  Process  in  Making  Tubular 

Cloth,  384 
Boards. for  Scheduling,  149 
Boilers,  House,  Time  Study  in  Making, 

386 
Bonus  Method  in  a  Plating  Department, 

377 
Bonus  Standard  in  Cordage  Plant,  370 
British  Committee  on  Health  of  Muni- 
tion  Workers,    on   Fatigue,    343 
Buffing,  Automatic,  in  Tableware  Manu- 
facture, 262 
Building  Construction,  Typical   Sched- 
ule for,  146 
Burden  Reduced  through  Planning,  15 


Burke,  R.  J.,  on  Qualities  of  Planning 

Manager,  200 
Business  Basis  of  Planning,   1 

— of  Ideas,  367 

— Volume  the  Desideratum  of,  6 

Cabinet  of  Master  Control  Boards,  218 
Calibration   of  Stop-Watch,  332 
Cambering  Machine,  233 

— Operation  on  Automobile  Springs, 
232 
Camera  in  Motion  Study,  Use  of,  355 
Capacity,  Balance  of,  109 

— Measured  by  Machine  Equipment, 
102 
Capacity  of  Machine  Equipment,  Rec- 
ords of,   117 
— Machine   Group,    Production   Con- 
trol According  to,  53 
— Rope   Machines,   283 
Capital,    Fixed    and    Fluid,    Definitions 
of,   10 
— Invested  in  Manufacturing  Plants, 
3 
Capital  Turnover  in  Representative  In- 
dustries,  8 
Card  Index  of  Plant  Equipment,   107 
Carriers,   Lamson,   in   Production   Con- 
trol, 173 
Case    Cards    in    Underwear    Manufac- 
ture, 300,  320 
— Summary  by   Styles  and  Sizes  in 
Underwear  Manufacture,  301 
Case  Lots  in  Underwear  Sales,  297 
Casseroles,  Example  of  Sales  Estimate, 

241 
Castings,  Time  Study  on  Cleaning,  387 
Central  Authority  in  Planning  Depart- 
ment Manager.    195 
— Control  by  Planning  Boards,    153 
— Planning   Department,    Duties    of, 
201 
Changing    Time    as    a    Limitation    on 

Production,    61 
Characteristics  of  Manufacture,  34 
Charts  for  Scheduling,   149 
Checking  the  Delivery  of  Material,   87 
Classification  of  the  Elements  of  Plan- 
ning, 18 
— Time   Study,    324 
Cleaning  Boom,  Foundry,   Betterments 

in  the,  387 
Clock  Dial,  Decimal,  257 
Cloth,  Controlling  Length  of,  98,   100 
Cloth    Operation    Card    in    Underwear 
Manufacture,   120,  311,  321 


398 


INDEX 


INDEX 


399 


F-'^ 


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'  '...►'■■,  , 

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my-  '' 


Cloth  Records  in  TTnderwear  Manufac- 
ture, 307.  321 
Cloth,  Tubular,  for  Underwear,  Process 
of  Making,  384 
— Used    in   Underwear  Manufacture 
208 
Color  Signals  in  Planning,  255 

— Rope  Delivery,  387 
Combination  Types  of  Manufacture,  35 
Combined    Piece   Work    and    Goods   in 

Process  Record,   168 
Commercial     Validity     of     Production 
Control,  6 
— Value  of  Time  Study,  389 
Communication  Systems,   171 
Component  Parts  of  the  Inventory,   11 
Confirmation  of  Orders  for  Underwear 

Manufacture,   298,   300.   320 
Congestion,  Prevention  of,   108 
Constant-Contract    Manufacture,    Defi- 
nition of,  36 
Constant    Manufacture,    Definition    of 
34 

Constant-Stock  Manufacture,  Definition 

of,  36 
Construction    of    Buildings,     Schedule 
for,  146 
— Standard  Production  Booth,  202 
Consumption    of    Material,    Record    of 

90 
Continuation       Ticket      on       Planning 

Boards,   159 
Continuous  Manufacture  as  Represent- 
ed by  Rope  Making,  295 
Contract   Elank    for   Purchase   of   Ma- 
terials,  80 
Contract  Manufacture,  Definition  of,  35 
Contract   Purchases,    Records    of    Bal- 
ance Due  on,  90 
Contracts,  Future,  Estimates  on,  90 
Control  Boards  in  Automobile  Springs 

Manufacture,   218 
Control  Centrally  by  Planning  Boards, 

153 
Control  Pile,  Planning,  in  Rope  Manu- 

facture,  277 
Control  Mechanism,  Definition  of,   138 
— General   Discussion  of,  29 
— in  Rope  Manufacture,  270,  277 
Control  Mechanism,  Sequence  of  Forms 
Used 
— Order    Docket,     143 
— Schedule  Bulletin,   146 
— Delivery  Estimate,    148 
— Planning  Sheets,    150,   151,   152 
— Planning    Boards,    154,    156.    157 

158,    160 
— Work  Card,  162 


— Stock  Requisition,  162 
— Move  Order,   162 
— Production  Register,   166,   16fi 
— Operation    Progress   Record,    169 
Control   of   Deliveries   in    Rope    Manu- 
facture, 289 
— Finishing    Department    in    Under- 
wear Manufacture,   313 
— Material.   Definition  of,   26 
— Production,    Mechanical    Aids    in 
171 

— Tableware    Manufacture,    Method 
of,    263 

Co-Operation    the  Keynote   of   Success- 
ful  Time   Study,   391 

Cordage   Manufacture    as   an   Example 
of  Planning,  264 
— Improvements    in,     through    Time 
Study,  369 

Cores,      Foundry,      Improvements      in 
Cleaning,  387 

Costs,  Average,  Uses  of,    183 

—Manufacturing.      Percentages      of 
Factors  in,   15 

Unit,  for  Determining  Time  Stand- 
ards,   181 

Cost  Record,  133 

Cotton,  Fluctuations  in  Prices  of,  86 
Customer's  Requirements  Sheet,    230 
cut  Dozens  in  Underwear  Stock.   299 
—Production    Order    in    Underwear 

Manufacture,   307.  308.  321 
—Stock  Sheet  in  Underwear  Manu- 
facture, 304,  320 

Cutting  Leather,   Savings   Eflfected  in 
374  ' 

Cutting    Orders    in    Underwear   Manu- 
facture, 308 

Cutting  Speeds,   Taylor's  Experiments 
on,  368 


Data  Sheets  of  Machine  Capacity    117 
118  • 

Date  of  Delivery,  Estimate  of,   147 
Daily  Balance  of  Work  Ahead  of  Rope- 
Machine  Groups,  272 
—Machine  Activity  Report,  130,  132 
— Operating  Report,  228 
—Planning    of    Production,    Routine 
of,    147 

—Production  Reports  in  Rope  Manu- 
facture, 275 

—Shipments   in   Rope   Manufacture 
275  ' 

Decimal  Clock  Dial,  257 

— Stop    Watch.   330 
Defective  Material,  Record  of,  ©7 


Defective  Work  Report  on  Automobile 

Springs,   234 
Definition  of  Control   Mechanism. 

— Elements  of  Planning.  21 
Delays,    Reduction   of,    as  a  Basis   for 

Planning,  4 
Delivery,  Control  of,  in  Rope  Manufac- 
ture,  289 

— Date   in   Underwcr.    Manufacture, 
301 

— Date  in  Rope  Manufacturing,  273 

— Estimates,   147 

— of  Tools,  Record  of,   127 

— on  Individual  Orders,  55 

— Promised,  Form  for  Yarn  Require- 
ments for  Orders  on,  289 

— Requests  for  Promise  of,  in  Rope 
Manufacture,    287 
Delivery  Requirements,  52 

— Analysis  of,  25 

— as  a  Basis  for  Planning,  4 

— in    Rope     Manufacture    on     Indi- 
vidual Orders,  286 

— on  Automobile  Springs,  229 
Demand  and    Plant  Capacity,   53 

^as  an  Element  of  Planning,  33 

— Discussion  of  Subdivisions  of,  24, 
25 

— Estimate    of,     in    Rope    Manufac- 
ture.   265 

— Represented     against    Equipment, 
140 

— Variety  of,  47 
Demand  for  Automobile  Springs,,   207 

— Knit   Underwear,   298 

— Metal-Stamped    Tableware,   238 

— Rope,  Analysis  of,  against  Equip- 
ment, 281 
Demand   Forms   in    Sequence — 

— Part  Accumulation  Card,  48 

— Part  Index  Card,  49 

— Group  Index  Card.  49 

— Bill  of  Material,  56 

— Specification    Sheets.    56,    58,    6a, 
66.   68 

— Material  Lists.  62,  64 
Departmental     Arrangement     of     Ma- 
chines, 112 

— Expense    Reduced    through    Time 
Study,  383 

— Labor  Value  on  Work  in  Process, 
143 

— Planning,  Work  of,  164 
Departmental    Dispatchers,    Duties    of, 

204 
Departmental     Planning     Office,     Con- 
struction of,  201 

— Duties  of,  203 


Depreciation    of    Machines,    Forn*    for, 

103,   105 
Detailed   Instruction   Cards,    180,    182, 
184,   190,   191,    192 
— Operation   Card,    179,   192 
Details,    Confirmation    of,    for    Under- 
wear    Manufacture,     298,     300, 
320 
— of  Time  Study,   327 
Determination  of  Operation   Sequence. 
140 
— Piece  Rate  by  Time   Study,    370 
— Time  Standards,    179 
Dial  Calibration   of  Stop  Watch,  332 
Dispatch    Board    in    Tableware    Manu- 
facture, 257 
— Use  of.    165 
Dispatch  Cards,  Filing  System  for.  220 
— for  Automobile  Springs,  215 
— Preparation   of,   217 
Dispatch     Stock    Card    in    Tableware 

Manufacture,   256 
Dispatching  and  Control,   139 
— Definition  of,  31 
— Detail  of  Method  of,  161 
— Mechanical  Aids  in.  171 
— Tableware  Manufacture,  252 
Dispatching  Clerks,  Duties  of,  204 
Disposition  of  Time-Study  Data,  364 
Distribution  as  a  Factor  of  Planning,  4 
Doffing  Bobbins  in  Wool  Spinning,  Re- 
ducing Time  of.  374 
Drawings,  Estimates  on  Cost  of,  148 
Duplicator,   Commercial,  for  Preparing 
Dispatch  Cards,  217 

Economic  Use  of  Material,  99 
Economy    and    Service     as     the     Com- 
mercial   Expedients     for    Plan- 
ing,  5 
Efficiency  Engineer,  Why  I  am  an,  391 
Efficiency  of  Operation,   Determination 

of,  227 
Efficiency   Standard   in    a   Plating   De- 
partment,  377 
Eight-Hour    Day    Established    through 

Time   Study,    383 
Elapsed  Time  on  Operations.  Determi- 
nation of,  227 
Electrical   Writing   Device    in  Produc- 
tion Control.   175 
Elements  of  Planning,  Classified,   18 
— Control   Mechanism,    138 
— Demand.  33 
— Equipment.   102 
— Material.  70 
— Organization,   194 
— Time  Standards,   177 


^"■- 


mm 


i 


l-.|t'-; 


400 


INDEX 


Elements  of  Planning,  Definition  of,  21 

— Expressed   Mathematically,   23 
Employment  Manager,   Present   Status 

of,  198 
Endurance,  Human,  Investigations  on, 

346 
Engineering  Magazine  on  "Why  I  am 

an  Efficiency  Engineer",  391 
Equipment  Accounts,  105 
Equipment,  Arrangement  of,  112 

— as  an  Element  of  Planning,  102 

— as    Represented    against   Demand, 
140 

— Balance  of,  108 

— Balance  of,  in  a  Textile  Plant,  109 

— Discussion  of  Subdivisions  of,  27 

— Index  of,  107 

— Instability  of  Balance  of,   110 

— Records   of  Capacity  of,    117 

— Rope    Machine,     Analysis    of    De- 
mand Against,  281 

— Units  of,  102 
Equipment  Forms  in  Sequence — 

— Inventory  Records,    103,   104,   105 

— Pattern  Records,  106 

— Jig   Record,    107 

— Machine  Data   Sheet,    117,    118 

— Operation  Records,  119,  120,  121, 
122,   123 

—Tool  Records,  125,  126,   127,   128 

— Machine    Activity    Reports,     130, 
131,   132,   134 

— Machine  Stoppage  Report,  136 
Equipment  Inventory  103 
Estimate  of  Cost  of  Drawings  and  Pat- 
terns,  148 

— Delivery,  147 

— Demand  for  Tableware,  238 

— Material    Requirements,    71 

— Sales,  33 

— Sales  in  Rope  Manufacture,  265 

— Sales  of  Tableware,  241 
Exact  Schedules,  Advantages  of,  147 
Excelsior  Making,  Betterments  in,  378 
Excess  Capacity,  Departmental  Provid- 
ing for,   110 

Factory  Operation,  Betterments  in,  367 
Fanfold  Form   of  Order  Analysis,   73, 

271 
Fanfolds,  Method  of  Handling,  in  Rope 

Manufacture,  273 
Fatigue    Allowance    in    Setting    Piece 
Rates,  350 
— Yarn   Spinning,    351 
Fatigue,  Allowance  for,  335 
— Factor  in  Rate  Setting,  350 
— Investigations  on,  346 


Feeds   and   Speeds,    Determination   of, 

121 
Feiss,  Richard  A.,  on  Seasonal  Fluctu- 
ations, 41 
File  for   Order   Index   Cards   in   Rope 
Manufacture,  291 
— Production  Control  in  Rope  Manu- 
facture,   277 
— Plant  Records,   107 
Filing  Orders  in  Rope  Manufacture,  277 
Finance,  Relation  of  Planning  to,  7 
Financial  Reasons  for  Production  Con- 
trol, 6 
— Reports  of  Representative  Indus- 
tries,  8 
— Savings  through  Time  Study,  383 
Finished  Parts  of  Tableware,  Determi- 
nation of,  239 
Finished  Stock  as  a  Component  of  In- 
ventory,  11 
— Inventory     Card     in     Underwear 
Manufacture,  318,  319,  322 
Finished   Stock  Record  for  Tableware 
Parts,  240 
— Rope  Manufacture,  266,  274 
Finishing     Operation      in      Underwear 
Manufacture,   312 
— Schedule   in   Underwear  Manufac- 
ture, 313,  321 
Fisber,  Boyd,  on  Seasonal  Fluctuation, 

42 
Fixed  Capital,  Economics  of  Planning 

with  Regard  to,  13 
Fixtures,  Standardization  of,  124 
Fluctuating  Demand,  Overcoming  Diffi- 
culties from,  44 
Fluctuation  in  Demand,  33 
— Definition  of,  24 
— for  Automobile  Springs,  207 
— for  Tableware,  238 
Fluid   Capital,   Economics   of  Planning 

with  Regard  to,   10 
Folding   Shirts,    A    Motion    Study   of. 

356 
Follow-Up  Blanks,  76 

— of  Material,  Definition  of,  27 
— of  Purchase  Orders  in  Tableware 
Manufacture,   248 
Forms  Used  in  Departmental  Planning 
Booths,  164 
— Head  Planning  Department,  161 
— Scheduling   Operations,    161 
Foundry,    Operating    Betterments    in, 

386 
Franklin     Automobile     Co.,     Planning 

Boards  in,   153 
Functional  Divisions  in  Modern  Manu- 
facture, 198 


INDEX 


401 


— Operations,  Idle  Time  in,  381 
— Relations  of  Planning  Department 
Manager,    196 
Functions  of  Manager  of  Planning  De- 
partment, 195 
— Maintenance  Department,  133 
Future   Contracts,   Estimates  on,  90 
Future  Orders,  Price  Estimates  on,  89 

Gang  Organization,  Time  Study  as  Ap- 
plied to,  381 

Garment  Manufacture,   Control  of  De- 
liveries in,  52 

Garments,  Under,  Planning  Applied  to 
the  Manufacture  of,  297 

General       Superintendents,       Varying 
Functions  of,    197 

Gilbreth,    F.   B.,   Work   of,    in   Motion 
Study,  356 

Goods  in  Process   as  a  Component  of 
Inventory,  11 
— Reduction  in,  13 
— Register  of,    166,    168 

Goods,  Spoiled,  Record  of,  97 

Graphical  Schedules,  149 

Graphic  Analysis  of  Sales,  39 

Graph   of  Fatigue  Allowance   in   Yarn 
Spinning,    351 

Gross  Profit  on   Sales   in  Representa- 
tive Industries,  8 

Group  Index  Card,  49 
— Piece  Rates,  382 
— Operations     Revealed     by     Time 
Study,  381 

Growth  of  Manufacturing  Plants,   3 

Gun  Carriages,  Governmental  Data  on, 
392 

Hathaway,  H.  K.,   on  Functions  of  a 
Maintenance  Department,   136 

Head   Planning   Department,    Schedul- 
ing Operations  in,    161 

Hectograph  Ink  Used  for  Specification 
Sheets,  243 

High-Speed    Tool    Steel,    Development 
of,   368 

Hollerith  Tabulating  Machine  for  Es- 
timating Sales,  265 

Hourly   Bate   for  Fixing  Time   Stand- 
ards, 181 

Hours  of  Work  Reduced  through  Time 
Study,  383 

House  Boilers,  Time  Study  in  Making, 
386 

Hoxie,  B.  F.,  on  Fatigue,  344 
— on  Rate  Setting,   354 

Human  Endurance,   Investigations  on, 
346 


Ideas  Originated  through  Time  Study, 

367 
Idle  Machines,  Reports  on,  129 
Idle  Time,  Elimination  of,  14 
— in  Tableware  Plant,  382 
— in    the    Foundry    Cleaning    Room, 

387 
— in   Wool  Spinning,   374 
— Reduction  of,  through  Time  Study, 
381 
Illinois  University,   Instruction  Sheets 

Used  by,   192 
Improved     Operations     through     Time 

Study,   367 
Inactivity,  Reports  on,  129 
Incomplete     Work,     Determining     Re- 
quirements on,    145 
Increase    in    Size    of    Manufacturing 

Plants,  3 
Index    Card  for  Manufacturing   Order 

in  Rope  Production,  290 
Index  of  Plant  Equipment,   107 
Individual  Orders,  D/elivery  on,  55 
Industrial  Basis  of  Planning,  1 
— Fatigue,  Allowance  for,  343 
— Improvements        through        Time 
Study,    367 

Industry,  Comparative  Ycuth  of,  390 
Ink  Used  for  Specification  Sheets,  243 
Inspection,  Final,  in  Tableware  Manu- 
facture, 262 
Instruction  Cards,  Detailed,    180,  182, 
184,  190,  191,  192 
— in   Underwear   Manufacture,    319, 
322 
Instruction  Sheets,  Purpose  of,  28 

Interchangeable    Parts    for    Reducing 

Variety,    47 

Interchangeability  of  Tableware  Parts, 

245 
Interdepartmental  Telephones  in  Pro- 
duction Control,  175 
Internal  Organization  of  Planning  De- 
partment, 200 
Inventory,  Component  Parts  of,  11 
— Reduction   in,    through    Planning, 

13 
— Turnover    of,     in    Representative 
Industries,   8 
Inventory  of  Accessories,  107 
— Equipment,  27,  103 
— Finished      Stock     in     Underwear 

Manufacture,  318,  319,  322 
— Machines,   105 
— Material  on  Hand,  93 
Investigations    on   Human    Endurance, 
346 


■Vi's,: 


\n^ 


402 


INDEX 


il^'*  i^ 


Investment     in     Raw      Material,     De- 
creased,  263 
— Return  on,  as  Measure  of  Success, 
7 
Iron  Age,  Extracts  from,  on  Planning 
Boards.    153 
— on  Definition  of  Planning,  5 
Issuance  of  Cut-Dozens  Stock  in  Under- 
wear Manufacture,    305 
— Yarn  Stock  in  Rope  Manufacture, 
292 
Itemization  of  Orders   in   Rope  Manu- 
facture,  270 

Jenny,  Rope  Spinning,  Test  on,  370 
Jigs  and  Fixtures,  Standardization  of, 

124 
Jig  Record  Card,  107 
Job  Ahead,  Waiting,  and  in  Work,  165 

Keirs,  Proper  Loading  of,  384 
Kennedy,  Prof,,  Instruction  Sheets  by, 

192 
Kent,   R.   T.,   on  Possibilities  of  Time 

Study,  365 
Kettle    Bodies,    Press    Operations    on, 

261 
Knitting    Order    in    Underwear    Manu- 
facture.  309,  310,  321 
Knitting  Schedule  in  Underwear  Manu- 
facture, 311,  312,  321 
Knitting-to-be-Done  Record  in   Under- 
wear  Manufacture,    308,    321 
Knitwear  Manufacture,  Forms  in   Se- 
quence— 
— Confirmation  of  Order,  298 
— Card    Case,    300 
— Specification  Sheet,  302 
— Cut-Dozens  Stock  Sheet,   304 
— Application  Book,   306 
— Cut-Dozens  Order,  307 
— Knitting-to-be-Done   Sheet,    308 
— Knitting  Order,  310 
— Cloth   Operation   Card,   311 
— ^Knitting  Schedule,    312 
— Finishing  Schedule,  313 
— Packing  Order,   314 
— Sending  Order,   316 
— Sending  Schedule,  317 
— Finished    Stock    Inventory    Card, 

318 
— Instruction  Card,  319 
Knitwear     Manufacture,     Balance     of 
Equipment  in  a.  111 
— Planning  Applied  to,  297 
— Reduction     in    Variety    of    Oper- 
ations, 50 
— Time  Study  in,  383 


Knitwear,    Motion    Study    of    Folding, 

356 
Knoeppel,    C.    E.,    Chart    of    Unfilled 
Work,   144 
— on  Definition  of  Planning,  5 
— on  Planning  Requirements,  IQ 

Labor    and    Seasonal    Fluctuations    in 
Sales,  42 
— Attitude  toward  Time  Study,  390 
— Expense    Reduced     through    Time 

Study,    381,   383 
— Percentage  of,  to  Prime  Cost,  15 
— Requirements,  Future,  145 
— Value  on  Work  in  Process,  143 
Idimson   Tubes   in  Production   Control, 

173 
Layout  of  Machines,  Sketch  of,   115 

— Plant   Equipment,    112 
Leather  Cutting,  Savings  in,  374 
Location     of     Departmental     Planning 
Offices,   201 
— Material,   Records   of,    91 

Machine  Activity  and  Cost  Record,  134 
— Reports  on,    129 
— Reports    on    Automobile    Springs, 

234 
— Reports  to  Reduce  Idle  Time,    14 
— Rope,  283 
Machine    Arrangement,    Two    Methods 

of,   112 
Machine  Capacity,  Production  Accord- 
ing to,  54 
Machine  Data  Sheets,  117,  118 
Machine    Equipment    and    Production, 
102 
— Capacity  of,   117 
Machine  Groups   as  Production  Units, 
141 
— Rope,  Record  of  Work  Ahead,  272 
Machine   Hours   as    Production    Units, 

142 
Machine  Layout  in  an  Automobile  Ac- 
cessory  Plant,    116 
— in  a  Textile  Machinery  Plant,  114 
— Sketch  of,  115 
Machine  Occupation,  Limits  of,   140 
Machine  Record,   Inventory  of,   104 
Machinery  Accounts,  105 
Machine    Schedule    Sheets,    150,    151, 

152,  164 
Machine  Stoppage  Report,  136 
Machine   Tools,    Data    Sheets   of,    117, 
118 
— Standardized,    126 
Maintenance     Charges     on     Machines, 
Form  for,   104 


INDEX 


403 


Maintenance  Department,  Functions  of, 
133 

Management      Modern      versus      Old- 
School,   1 
— Scientific,  and  Time  Study,  344 

Manager    of    Planning    Department    as 
Central  Authority,  195 

Manila   Rope,   Estimated  Demand  for. 
267 

Manufacture,   Characteristic  Types  of, 

34 
— ComLination   Types   of,   35 
— Definition  of,  2 
— Functional  Divisions  in,   198 
— Minimum  Basis  of,  40 
— Prime  Cost  of,   15 
Manufacture    of    Automobile    Springs, 
Planning  Applied  in  the,  206 
— Rope  and  Cordage,  264 
Manufacturing   Basis   of   Planning,    1 
— Characteristics,   34 
— to  Specification,  232 
Manufacturing    Costs,    Percentages    of 

Factors  in,  15 
Manufacturing      Methods      in      Metal- 
Stamping  Company,  238 
Manufacturing    Order    for    Tableware 
Parts,   242 
— in  Rope  Production,  270 
— in     Underwear     Production,     309, 

321 
— Index  Card  for,   in  Rope  Produc- 
tion, 290 
Manufacturing  Plant,  Increase  in  Size 

of,  3 

Markets,  Speculative,  85 

Master  Control  Boards,  Cabinet  of,  218 
— Control  by  Planning  Boards,  153 
— Specification  Sheets,  207 

Material   as   an    Element   of   Planning, 
70 
— Consumption  Records  of,  90 
— Contract  for  Purchase  of,   80 
— Decreased   Investment  in,   263 
— Defective,  Record  of,  97 
—Discussion  of  Subdivisions  of,  26 
— in  Process,  Routing,  95 
— Method    of    Ordering    for    Table- 
ware, 243 
— Minimum  Basis  of  Purchasing,  75 
— on  Hand,  Inventory  of,  93 
— Percentage  of,  to  Prime  Cost,  15 
— Price  Record  of,  77 
— Raw,  Store  Card  of,  85 
— Recording  the  Movement  of,  91 
— Record  of  Purchase  of,  78 
— Record  of  Receipt  of,   77 
— Records  of  Stock  of,  82,   83,  84 


— Requisition  of,  from  Stores,  94 

— Size,   Determination  of,   99 

— Specification  Basis  of  Purchasing, 

75 
— Speculative  Purchase  of,   81,    85 
— Used    in   Tableware    Manufacture. 
238 
Material  Cleric,  Duties  of,  91,  203 
Material  Consumption,  Control  of,  100 
Material  Estimate,  71 
Material  Forms  in  Sequence — 
— Material   Record,    71 
— Order   Analysis,    73 
— Purchase   Requisition,   74,   75,   76 
— Receiving  Record,   77 
— Purchase  Records,   77,    78,   80 
— Stock  Records,    82,   83,   84 
— Raw  Material  Store  Card,  85 
— Order  Sheet,  88 
— Bin  Stock  Tags,  89,  90 
— Material  Requisition,  92 
— Parts   Requisition,   93 
— Assembly  Requisition,  93 
— Routing  Tags,  94 
— Move  Order,   95 
— Rejected  Work   Report,  96 
— Defective  Material  Report,  97 
Material  List,  Forms  of,  62,  64 
Material  Order  Record,  209 
Material  Purchase  Order  for  Tableware 

Manufacture,  247 
Material  Record,  Form  of,  71 
Material  Requirements   in   Automobile 
Springs  Manufacture,  223 
— Tableware  Manufacture,   Determi- 
nation of,  245 
Material  Requisition  Blank,  92 

— in  Tableware  Manufacture,  252 
Material   Stock  Record  for  Tableware 

Manufacture,  244 
Material  Wastage,  Prevention  of,  99 
Measure  of  Plant  Capacity,   102 
Mechanical  Aids  in  the  Planning  De- 
partment, 171 
Mechanical  Schedules,    149,    153 
Mechanics  of  Production  Control,  138 
Mechanism  of  the   Stop-Watch,   329 
Metal  Stamping,  Buffing  Operations  in, 
261 
— Examples  of  Products,  260 
— Press  Operations  in,  261 
— Products  of  Manufacture,  237 
Metal-Stamping  Manufacture,  Forms  in 
Sequence — 
— Finished  Stock  Record,  240 
— Specification  Sheet,  242 
— Material    Stock   Record,   244 
— Purchase  Order,  247 


;\ 


404 


INDEX 


INDEX 


405 


— Part  Stock  Record,  250 
— Production   Order,    251 
— Material  Requisition,  252 
— Work   Tag,   253 
— Planning  Sheet,  254 
— Time  Card,  256 
Methods    in    Tableware    Manufactur9, 

238 
Mimeograph    for    Preparing    Dispatclh 

Cards,  217 
Minimum  Basis  of  Purchasing,  75 
Minimum  Order  Quantity,   Determina- 
tion of,  241 
— in  Rope  Manufacture,  267 
Minimum    Reserve    Estimate    in    Rope 
Manufacture,  267 
— in  Tableware  Stock,  239 
— of      Cut-Dozens      in      Underwear 

Manufacture,  303 
— of  Supply,  40 
Monthly  Summary  of  Machine  Activity, 

131 
Motion  Study,  Example  of,  356 

— Justification  of,  355 
Movement  of  Material,  Records  of,  91 
Moving  Picture  in  Motion  Study,  355 
Move  Order  Blank,  95,  162 
Mole-Spinning  Room,  Time  Study  in, 

374 
Monitions  Making,  Time  Study  in,  392 


Necessity  for  Control  Mechanism,  138 
Neck-of-the-Bottle,    Meaning  of,    108 
Non-Froductive    Periods,    Reports    on, 

129 
Norton  Grinding  Co.,  Planning  Boards 

Used  by,   155 
Numerical  Analysis  of  Sales,  38 


Observation,  Time  Study,  329 
Observer,  Time-Study,  Qualities  of,  333 
Occupied  Time  of  Rope  Machines,  283 
Office  Order  Record,  208 
Operating    Betterments    in    Excelsior 
Plant,  378 

— Foundry,  386 

— Knitwear  Factory,  383 

— Leather  Factory,   374 

— Silver  Plating,  375 

— Spinning  Yarn,  369 

— Tableware  Plant,   382 

— Wool  Spinning,   374 
Operating  Betterments  Secured  through 

Time  Study,  367 
Operating  Efficiency,  Determination  of, 
227 


Op«rAting  Methods  for  the  Equipment, 

28 
Operating  Report,   Daily,   for  Automo- 
bile  Springs,    227 
Operation  Card,  214 
— Detailed,  179,  192 
— in   Rope  Manufacture,  281 
— in    Tableware    Manufacture,    Use 

of,    252 
— in    Underwear    Manufacture,    311, 

321 
— Use  of,   in   Scheduling,    149 
Operations,     Elements     of,     by    Time 
Study,    189 
— Grouping,    in    Underwear    Manu- 
facture, 312 
— in    Head    Planning    Department, 

161 
— in  Departmental  Planning  Booths, 

164 
-^in    Folding   Shirts,    Motion   Study 

of,  356 
—on  Automobile  Springs,  Record  of, 

211,  214 
— Standardization  of,  121 
— Tools  Required  in,    127 
Operation  Estimates  on  Gun  Carriage 

Manufacture,   392 
Operation  Lists,  Purpose  of,  28 
Operation  Progress  Record,  169 
Operation  Records,  119,  120,  121,  122, 

123 
Operation  Bontine,  Instruction  in,  180 

182.    184,    190,    191,    192 
Operation  Sequence,  Determination  of, 

140 
Operation  Study  in  a  Woolen  Mill,  124 
Operation  Time,  Determination  of,  179 
Operations  Completed,  Record  of,   170 
Order  Analysis  Form,  73 
Order  Blanks,  76 
Order  Control  Sheet,  144 
Order  Docket,   143 
Order  for  Purchase,  86 

— of  Material    in   Tableware   Manu- 
facture, 247 
Order  Index   Card   in   Rope    Manufac- 
ture, 290 
Order,  Knitting,  in  Underwear  Manu- 
facture, 309,  310,  321 
— Manufacturing,       for      Tableware 
Parts,  243 
Order  Quantity,  Determination  of,  241 
— in    Underwear    Manufacture,    De- 
termination of,   303 
— Minimum,    in    Rope    Manufacture, 
267 
Ordar  Becord,  Office,  208 


Order   Register   in    Underwear    Manu- 
facture, 298,  300,  320 
Order  Sheet  in   an  Automobile  Spring 
Company,   58 
— Yarn   Usage   and.   in  Rope   Manu- 
facture.  88.   281 
Orders  Ahead,  Labor  Value  of,   145 
Orders,    Analysis    of,    in   Rope    Manu- 
facture, 270 
— Authorizing   Production  in  Table- 
ware Manufacture,  251 
— Confirmation    of,     for    Underwear 

Manufacture.   298,   300,   320 
— Estimates  on  Future,  89 
— for  Material   for  Tableware,  243 
— for  Tableware,  Variety  of,  239 
— Itemization  of,  in  Rope  Manufac- 
ture, 270 
— Individual,  Delivery  Requirements 

on,  for  Rope,  286 
— Past,    as    Basis    for    Determining 

Order  Quantities,  243 
— Record  of  Production  on,  167 
— Summarized   by   Styles   and   Sizes 
in  Underwear  Manufacture,  301 
— Unfilled,      Determining      Require- 
ments for,   145 
Organization    Chart    of    Planning    De- 
partment, 203 

Showing    Functional    Relation    of 

Planning  Department,    196 

with      Planning      Department      as 

Centralized  Authority,   195 
— ^with      Planning      Department      in 
Subordinate    Position,    197 
Organization   as   an   Element   of   Plan- 
ning.  194 
— Functional  Divisions  in,  198 
— General  Discussion  of,  30 
— Internal,  of  Planning  Department, 
200 

of  Planning  Department  in  Metal 

Stamping  Company,  263 

Planning  Department  in  Rope  and 

Cordage  Company,  296 
Overload  Obviated  by  Planning  Boards, 

155 
Overhead,     Percentage     of,     to     Prime 

Cost,   15 
— ^Reduced  through  Planning,  14 

Pace,  Working,  Careful  Setting  of, 
352 

Packing  Order  in  Underwear  Manufac- 
ture. 314.  315.  321 

Part-Accumulation  Card,  48 

Part  Index  Card,  49 


Part-Stock  Record  in  Tableware  Manu- 
facture, 248,  250 
Farts,  Minimum  Quantity  of,  in  Tabh  - 
ware  Manufacture,  248 
— Operation  Records  on,    123 
Parts  Requisition  Blank,  92 
Past  Orders  as  Basis  for  Determining 
Order  Quantities,  243 
— Records  of,   89 
Patterns,  Estimate  on  Cost  of,  148 
Pattern  Record  Cards,  106 
Payment   Standard,   Determination   of. 

in  Cordage  Plant,  370 
Performance  Times,  Determination  of. 
179 
— Established  by  Piece  Rates,  185 
— Established  by  Time  Study,   185 
Permanent  Work   Schedule,    122 
Physical    Inventory    of     Material    on 

Hand,  93 

Piece    Rates,   Determining  Right   Unit 

for,   372 

— Established  in  Cordage  Plant,  370 

— Fatigue  Allowance  in  Setting,  350 

— for  Determining  Time  Standards, 

183 
— Inequity  in,  371 
— in  a  Tableware  Plant,  382 
— in  Window-Screen  Plant,  372 
Piece    Work    and    Goods    in    Process, 

Combined  Record  of,   168 
Fierce-Arrow  Motor  Car  Co.,    Produc- 
tion Control  at,    159 
Filing  Method  on  Finished  Automobile 

Springs,  215 
Planning,   Advance,   145 
— and  Overhead,   14 
— Business  Basis  of.   1 
— Classification  of.  Elements,   19 
— Control  Mechanism  as  an  Element 

of,   138 
— Daily,  Routine  of,  147 
— Definition  of,  4 
— Definition   of  Elements  of,  21 
— Factors  of,  4 

— in    an    Automobile    Springs    Fac- 
tory, 206 
— ^in   the   Reduction   of   Process   In- 
ventory, 13 
— Mechanical  Aids  in,  171 
— Relation  of,  to  Finance,  7 
— Success  from,    in  Making  Deliver- 
ies,   52 
— Summary  of  Advantages  of,  15 
— Two  Essential  Steps  in,  189 
— with  Regard  to  Fixed  Capital,  13 
— with  Regard  to  Fluid  Capital.  10 


406 


INDEX 


Planning  Applied  to  Knitwear  Manu- 
facture, 297 

— Metal-StampinfT  Manufacture,  237 

— Rope    and    Cordage    Manufacture, 
264 
Planning  Boards,  Arrangement  of,  154. 
156,   158,  160 

— for  Mechanical  Scheduling,  153 

— Metal  Cabinet,  221 
Planning  Boards  in  Automobile  Springs 
Manufacture,  218 

— Franklin  Automobile  Co.,   153 

— Norton   Grinding   Co.,    155 

— Tableware  Manufacture,   258 

— Waterbury  Tool  Co.,  158 
Planning  Control  File  in  Rope   Manu- 
facture,  277 
Planning     Department,     Departmental 
Booths,   164 

— Duties  of  Central  Office,  201 

— Duties    of    Departmental    Offices, 
201 

— Evolution  of,  199 

— Head,    Scheduling    Operations    In 
the,   161 

— Internal  Organization  of,  200 

— Mechanical  Aids  in  the,   171 

— Organization  of,  194 

— Organization     in     Metal-Stamping 
Factory,   263 

— Organization  in  Rope  and  Cordage 
Company,  296 

— Relation  of,  to  General  Organiza- 
tion,  194 

— Relation  of,  to  Purchasing  Depart- 
ment, 81 

— Subordination  of,    197 
Planning  Department   Head,    Qualities 
of,   199 

— with  Central  Authority,  195 

— with  Functional   Authority,    196 
Planning  Elements,  Control  Mechanism, 
138 

— Demand,   33 

— Equipment,   102 

— Material,  70 

— Organization,   194 

— Time  Standards,    177 
Planning  Manager,  Essential  Qualities 
of,  200 

— Present   Status  of,    199 
Planning  Offtce,   Departmental,   Duties 

of,    203 
Planning  Organization,   Variability  of, 

194 
Planning  Sheets,  150,  151,  152 

— for  Graphical  Schedules,   149 

— in  Tableware  Manufacture,  254 


Planning   Station,    Standard   Construc- 
tion,   202 
Plant  Capacity,  the  Measure  of.  102 
— Depreciation,   Form   for,    103 
— Equipment,  Index  of,  107 
— Improvements         through        Time 

Study,  367 
— Inventory,   Form  for,    103 
— Layout,  112 
Plating  Department,    Time    Study   in, 

375 
Press  Operations  in   Metal   Stamping, 

261 
Price  Record  Blank,  77 
Prices   of   Cotton,   Fluctuations   in,   86 
Prime  Cost,  Percentages  of  Factors  in, 

15 
Processes  in  Manufacture  of  Automo- 
bile Springs,  206 
— Sequence   of,   140 
Processing,  Time  of,   59 
Process      Inventory,      Reduction      in, 

through  Planning,  13 
Process  Goods  as  a  Component  of  In- 
ventory,   11 
— Reduction  in,  13 
Product,  Variety  of,  47 
Production    Ahead    Based    on    Aggre- 
gate Tonnage,  141 
— Based  on  Size  of  Product,    142 
Production    and    Machine    Equipment, 
102 
— as  a  Factor  of  Planning,  4 
— Basis  of,   177 
— Determination  of  Minimum  Order 

Quantity  for,  241 
— Establishing   Uniformity   in,   44 
— Minimum,    in    Rope    Manufacture, 

267 
— of    Finished     Articles    in    Table- 
ware  Manufacture,  251 
— of   Parts    in    Tableware    Manufac- 
ture,  251 
— on   Minimum  Reserve  Basis,   45 
— on  Orders,  167 
Production  Boards,   153 

— Pocket   Arrangement   of,   219 
— Used  by  Waterbury  Tool  Co.,  158 
Production  Booth,   Standard  Construc- 
tion, 202 
Production-Center      Arrangement      of 

Equipment,   112 
Production    Control    Boards    in    Auto- 
mobile Springs  Factory,  220 
— Metal   Cabinet,   221 
Production       Control      by      Planning 
Boards,  Examples  of,   153 
— by  Rand  Visible  Index,  159 


INDEX 


407 


—Central,  by  Planning  Boards,  153 

— Definition  of,   4 

_in  Finishing  Department  of  Knit- 
wear Company,  313 

in  Rope  Manufacture,  270,  277 

in  Tableware  Manufacture,  263 

— Mechanical  Aids  in,  171 

— Mechanism  of,  138 
Production  Engineer,  Selection  of,  200 
Production  Manager,  Present  Status  oi, 

199 
Production  Order.  Cut-Dozen  in  Under- 
wear   Manufacture,     307,     dO», 

321 

in    Tableware    Manufacture,    239, 

243,   251.  255 
— ^Limitations  on  Size  of,  59 

—Record,  209 

—Stock,  in  Rope  Manufacture,   276 
Production     Quantity,     Minimum      in 

Underwear   Manufacture,    606 
Production  Bate,  Determination  of,  179 

in  a  Plating  Department,  376 

in  Rope  Manufacture,  281 

Production      Record      of      Underwear 
Manufacture,  308,  321 
— Automobile    Springs,   226 
— Operation,    119 
Production    Register     on    Automobile 
Sprines.  211 
— Goods  in  Process,   166,  168 
Production    Reports,    Daily,    in    Rope 

Manufacture,  275 
Production   Requirements   on   Automo- 
bile Springs,  229 
Production  Schedules,  139 

for  Automobile  Springs,  227 

in  Underwear  Manufacture,   300 

Production  Stopped,  Record  of,  136 
Production  Time,  Recording  the,  133 
Production  Units,  102 

in   Screen  Making,   373 

— Right  Determination  of,  372 
Productimeter    for    Controlling    Clotft 

Length,  98,  100 
Productive  Labor  Costs  for  Determin- 
ing Time  Standards,  181 
—Determining   Value    of,    on    Work 
in  Process,  143 
Productive  Periods.   Reports  on,   129 
Productive  Time  of  Rope  Machines,  28 J 
Productograph   in  Production  Control, 

171  ,    ^.   .^ 

—in    Recording    Machine    Activity, 

profit,  Gross,  in  Representative  Indus- 
tries, 8 


—Rate  of,  in  Representative  Indus- 
tries, 8  , 
Progress  Records,   Filing  System  for, 

170 
— of  Operations,  169 
Progress  Reports,  165 
Promise  of  Delivery.    Forni   for  Yarn 
Requirements    for    Orders    on. 

—Requests   for,    in   Rope    Manufac- 
ture, 287 
Proposals  for  Delivery,  147 
Pulleys.    Variation    in.    Disclosed    by 

Time   Study,   371  .        .^ 

Purchase  Authorized  by  Planning  De- 
partment, 81 
Purchase  Contract  Record,  80 
Purchase  FoUow-Up  Blanks,  76 
Purchase  Methods,  86 
Purchase  Order  Blanks,  76 

for  Tableware  Material,   -24? 

— Use  of,  86 
Purchase  Record,  78 

—Use  of,  89 
Purchase  Requisition  Blank,  74,  75 

— Use  of,  86  „  ,  ..  « 

Purchasing   Department,    Relation    of, 

to  Planning  Department,  81 
Purchasing  Methods,  Two  Basic,  75 
Purchasing  on  the  Minimum  Basis,  75 

— Specification  Basis,  75 
Purchasing     Problem     in     Tableware 
Manufacture,  238 

Quantity   as    a    Factor    in    Production 
Control,   57  , 
Minimum  Order,  Determination  of, 

241 
the  Demand,   Definition  of,  25 


Rand    Visible    Index  for    Production 

Control,  159 
Bate   Setting  and  Fatigue,   350 

— Care  in,    354 
Bate  of  Production,   177,   179 

Profit    on    Capital    in    Representa- 
tive Industries,  8 
Ratio   of   Capital    Invested   to   Size   of 
Manufacturing   Plant,    3 
Sales    to    Capital    in    Representa- 
tive  Industries,  8 
Battler,    Cleaning    Room,    Experiments 

on  the,   387 
Baw  Material  as  a  Component  of  In- 
ventory,  11 
— ^Decreased   Investment  in,  263 
in  Tableware    Manufacture,   238 


408 


INDEX 


INDEX 


409 


'1 


Kind    and    Quantity    Determined. 
70 

—Purchase     Order     in     Tableware 

Manufacture,    248 
-^Speculative   Markets   in   Purchase 

of,  85 
— Speculative    Purchase    of,    81     85 
— Store   Card,   85  ' 

Receipt  of  Material,  Checking  the,  87 
— in    Tableware    Manufacture,    Rec- 
ord of,   248 
— Record  of,   77 

Receipt     of     Orders     for     Underwear 

Manufacture,   298,   300,   320 
Receiving     Register     for     Automobile 

Springs,    77,   235 
Receiving  Slip,    162 
Recording    Machine    Activity    by    the 

Accumulator,  133,   135 
Record,    Permanent,    of    Time    Study 

Data,  364 
Record  of  Accessory  Tools.  128 

— Daily  Balance  of  Work  Ahead  of 

Rope-Machine  Groups,  272 
— Defective  Material,  97 
— Defective  Work,  96 
— Finished      Stock      for     Tableware 
Parts,  240 

— Finished  Stock  in  Rope  Manufac- 
ture,   266,    274 
— Goods  in  Process,   166,   168 
— Jigs,    107 

— Machine  Activity,   129,   130,   131. 

132 
— Material  Order,  209 
— Material     Stock     for     Tableware 

Manufacture,    244 
— Movement  of  Material,   91 
— Operation,  119,  120,  121,  122,  123 
— Operations  in  Progress,    169 
— Operations  on  Automobile  Springsi 

211,  214 
— Order,  208 
— Parts   Stock   in  Tableware  Manin 

facture,   248,  250 
— Patterns,  106 

— Production  of  Automobile  Sprinea 

226 
— Price  of  Material,  77 
— Production  Order,  209 
— Purchase  of  Material,  78,  89 
— Receipt  of  Material,  77 
— Shipping  Order,  208 
— Stock,    82,   83,   84 
— Stock      Applied      to      Underweai 

Manufacture.    306,    320 
— Stock  for  Automobile  Springs,  235 


— Stock    Requirements    on    Automo- 
bile Springs,  211 
— Stock  Withdrawals,  223 
— Time  Study,  178 
— Tools,    127 
— Work  in  Process,  143 
Register  of  Goods  in  Process,  166,  168 
— Production  of  Automobile  Springs 
211 
Rejected  Work  Report,   Form    for,   96 
Relation    between    Planning    and    Pur- 

chasing  Departments,  81 
Repairs  to    Machines,    Form   For,    104 
Report   on  Defective   Work,   96 

—Spoiled      Work      for     Automobile 
Springs,    233 
RepresenUtive  Time  Studies.   335-342 
Requests    for    Promise   of   Delivery   in 

Rope  Manufacture,  287 
Requirements    for    Delivery    on    Auto- 
mobile  Springs,    229 
— of  Material,  Definition  of,  26 
Requisition,  Assembly,  Form  for,  93 
Requisition  Blank  for  Purchase  of  Ma- 
terial,   74,  75 

— in    Automobile    Springs    Factory 
235 

Requisition    for    Material,    Form    for 
92 
— ^Material  from  Stores,  94 
— Material   in   Tableware   Manufac- 
ture, 252 
— Parts,   Form  for,  92 
— Purchase,  Use  of,  86 
— Stock,   162 

Reserve  for  Depreciation  of  Machines 
105 

— Minimum,    in   Rope    Manufacture 
267 

Rest  Periods,  Successful  Use  of,  352 
Return  on  Investment  as  the  Measure 

of  Success,  7 
Rope,  Estimate  of  Demand  for,  265 
Rope  Machines,  Activity  of,  283 

Analysis  of  Demand   against    281 
— Groups,    Record    of    Work    Ahead 

for,   272 
— Horiaontal,  294 
— Running  Lists  for,   280,    283 
— Vertical,     293 
Rope       Making      Improved       through 

Time   Study,    369 
Rope  Btonufacture  as  an  Example  of 
Planning,    264 
— Planning-Control    File    in,    277 
— Stock   Sheet   for,   266,   274 
Rope     Manufacture     Forms,     in     Se- 
quence— 


— Finished  Stock  Record,  266 
— Sales    Order,    268 
— Order     Itemization     Blank,     271 
— Work    Ahead   Record,   272 
— Stock     Production     Order,     276 
— Running   List,    280 
— Operation    Card,    286 
— Requests    for    Promise,    288 
— Yarn    for    Promise,    289 
— Order    Index    Card,    290 
— Application     Record,     292 
Rope    Tonnage,    Reduction    of    Orders 

to.    281 
Rope  Spinning  Jenny,   Test  on,    370 
Rope   Yam    Spinning,    Fatigue    Allow- 
ance  in,    351 
Routine    of    Daily   Planning,    147 
Routing  Clerk,  Duties  of,  203 
Routing,    Definition    of,    31 
Routing  Material  in   Process,   95 
Routing       System       for       Automobile 

Springs,    215 
Routing    Tags,    94 

Routing  Work,   Two   Methods  of,    112 
Running    Lists    for     Rope     Machines, 

280,   283 
Running  Time  of  Rope  Machines,  283 

Sales  as  a  Factor  of  Planning,   4 
— Graphic  Analysis  of,   39 
— Gross   Profit   on,    7 
— Numerical    Analysis    of,    38 
— Past,    as    Basis    for    Determining 
Order    Quantities,    243 
Sales  Estimates,  33 
— for    Tableware,    241 
— in    Rope    Manufacture,    265 
Sales  Orders,  Entry  and  Analysis  of, 
269 
— Grouping,     in    Tableware     Manu- 
facture,   239 
— in    Rope    Manufacture,    269 
— Size   of,    as   a   Factor   in   Produc- 
tion Control,  57 
Sales   Units   of   Knit   Underwear,    297 
S»nta   Fe   R.   R.,   Examples   of   Stand- 
ardized   Small   Tools,    125,    126 
Schedule  Boards,   159 

— in   Tableware   Manufacture,    258 
Schedule    for     Building    Construction, 
146 
— Rope   Machines,    280,   283 
— Stock     in     Underwear     Manufacr 
ture,    317,    319,    322 
Schedule  of  Machine  Capacity,  54 
— Production,    139 
— Production        for        Automobile 
Springs,    227 


— Production    Orders    in    Tableware 

Manufacture,    255 
— Rope   Machine  Operations,   283 
— Shop  Delivery,    148 
— Underwear    Manufacture,    300 
Schedule  Racks,   159 
Schedule   Sheets,    Machine,    150,    151, 

152,   164 
Schedules,     Finishing,     in     Underwear 
Manufacture,   313,  321 
— Knitting,     in     Underwear    Manu- 
facture, 311,  312,  321 
— Based  on  Aggregate  Tonnage,  141 
— Based  on  Size  of  Product,   142 
— Exact,    Advantages  of,   147 
— Graphical,    149 
— Mechanical,    149 
— Method  of  Establishing,  159 
— Rope,  Color  Scheme  for,  287 
Schedule  Time,  Record  of,  227 
Scheduling  and  Dispatching,  139 
— Definition  of,  31 
— Detail  of  Method  of,  161 
— Disposition  of  Forms  Used  in,  163 
— Forms  Used  in,  161 
— Mechanical  Aids  in,  171 
— Practical  Method  of,  159 
— Tableware  Manufacture,   252 
Scheduling  Clerk,  Duties  of,  204 
Scheduling  Operations  to  Reduce  Goods 

in  Process,  14 
Science,   Definition  of,  389 
Scientific      Management      and      Time 

Study,    344 
Scientific  Service  of  Time  Study,  389 
Screens,      Window,      Betterments      in 

Plant  Making,  372 
Seaming      Operation      in      Underwear 

Manufacture,  312 
Seasonal-Contract    Manufacture,    Defi- 
nition of,  35 
Seasonal  Fluctuation  and  Labor,  42 
— in  Demand,  40 
— Overcoming  Difficulties  in,  44 
Seasonal    Manufacture,    Definition    of, 

34 
Seasonal-Stock  Manufacture,  Definition 

of,  35 
Selection  of  Planning  Manager,  200 
Sending    Order    in    Underwear    Manu- 
facture, 315,   316,  322 
Sending  Schedule  in  Underwear  Manu- 
facture, 317,  319,  322 
Sequence  of  Operation,   Determination 

of,  140 
Sermon  to  Time- Study  Men,  391 
Service  and  Economy  as  the  Comnier- 
cial  Expedients  for  Planning,  5 


{A 


'if.  - 

W 


b^r  i"^ 


410 


INDEX 


INDEX 


411 


Service  Cards,  165 

— Filing  System  for,  170 
Service,  Financial  Returns  from,  52 
Setting-Up    Time   as    a   Limitation    on 

Production,  61 
Shear  Card,  Use  of,  223 
Shearing      Operation      in     Automobile 
Springs   Manufacture,   221,   232 
Sheets,   Planning,    150,   151,   152 
Shipments,    Daily,    in   Rope    Manufac- 
ture, 275 
— from    Finished     Stock    of    Table- 
ware, Method  of,  263 
— of  Automobile   Springs,   236 
— Posting  of,  in  Rope  Manufacture, 

273 
— Promised,    in    Rope    Manufacture, 

286 
— Units  of,  of  Underwear,  297 
Shipping  Order  Record,  208 
Shop  Deliveries,   Schedule  of,  148 
Shortages,  Records  of,  99 
Signals,  Color,   in  Planning,  255 

— on  Rope  Delivery,  287 
Silver-Plating,  Time  Study  in,  375 
Size     of     Manufacturing     Plants,     In- 
creased, 3 
— Material,  Determination  of,  99 
Sketch  of  Machine  Layout,  115 
Small   Tools,   Standardization   of,    124, 

125,   126 
Specification  Basis,  Material  Purchase 

on,  245 
Specification  Method  of  Purchasing,  75 
— Manufacturing   to,   232 
— of  Product,   Proper  Record  of,  65 
— of  the  Demand,  Definition  of,  25 
— Variety  of,  in  Orders  for  Automo- 
bile  Springs.   207 
Specification   Sheets,   67 

— and     Operation     Card     in      Rope 

Manufacture,  286 
— for  Tableware  Parts,   242 
Specification    Sheet   Used   in   Automo- 
bile   Spring    Company,    58,    60, 
207 
— 'Dump-Wagon  Factory,  66 
— Knitwear  Company,   68 
— Metal  Stamping  Plant,  56 
— Shipbuilding  Plant,  66 
— Underwear  Manufacture,  301,  302, 
320 
Speculative  Market  as  Affectipg  Basis 

of  Purchasing,   81,    83 
Spinning,  Fatigue  Allowance  in,  351 
Spinning  Jenny,  Test  on,  370 
Spinning  Boom,  Excess  Capacity  in  a, 
110 


Spinning      Wool,       Improvements      in 

through   Time   Study,    374 
Spinning  Yam  Improved  through  Time 

Study,  369 
Split-Second  Stop-Watch,  330 
Spoilage       Report       for       Automobile 

Springs,  233 
Spoiled  Material,  Record  of,  97 
Stamping,  Record  of  Tools  in,   128 
Standardization     of    Accessories     and 
Small  Tools,  124 
— Operations,    121 
Standards  from  Time-Study  Data,  333 
— of  Efficiency  in  a  Plating  Depart- 
ment, 377 
— of  Time  as  Basis  of  Wage  System. 

366 
— of  Time  for  Production,  177 
— Operation  Record,  121 
— Time,    Fatigue  Allowance  in   Set- 
ting,  335 
Standard   Time,    Reasons   for    Determ- 
ining, 29 

— Use  of,   in  Balancing  Equipment. 
109 
Stock   Applied   in   Rope    Manufacture, 
Record  of,  292 
— Underwear   Manufacture,   Records 
of,  305,  306,  320 
Stock    Card,    Dispatch,    in    Tableware 

Manufacture,   256 
Stock,  Cut-Dozens,  in  Underwear  Manu- 
facture, 299 
— Finished,     for    Tableware    Parts, 

Record   of,  240 
— Finished,      Inventory      Card      in 
Underwear    Manufacture,     318, 
319,  322 

— Minimum,  in  Tableware  Manufac- 
ture, 239 
— Record  of  Application  of,  in  Rope 
Manufacture,    292 
Stock    Items    in    Rope    Manufacture, 

Separation  of,  273 
Stock  Manufacture,  Definition  of,  34 
Stock    Orders,    in    Rope    Manufacture. 

276 
Stock  Production  Order  in  Rope  Manu- 
facture, 276 
Stock  Record  Blank,  82,  83,  84,  222 
— Finished,    in    Rope    Manufacture. 

266,   274 
— for  Automobile  Springs,   235 
— Material,  for  Tableware  Manufac- 
ture, 244 
— of  Material,  Reasons  for,  27 
— Part    in    Tableware   Manufacture 
248,  250 


— Use  of,  91 
Stock  Requisition,  162 
Stock    Requirements,     Record    of,    on 

Automobile    Springs,    211 
Stock    Reserves   in   Underwear   Manu- 
facture, 299 
Stock    Sheet,    Cut-Dozens,    in    Under- 
wear    Manufacture,     303,     304, 
320 
— Yarn,  in  Rope  Manufacture,  280 
Stock  Tag,  89,   90,  93 
Stock   Turnover,   Increase  in,  263 
Stock  Withdrawals,   Record  of,  223 
Store  Card  of  Raw  Material,  85 
Stores,  Record  of,   82,  83,  84,  91 

— Requisition   of   Material    from,   94 
Stop-Watch,  Dial  Calibration  of,   332 
— in   Motion   Study,   355 
— Technique  of,  329 
— Used  by  F.  W.  Taylor,  368 
Stoppage  of  Machine,  Report  on,  136 
Sub-Assembly   in   Tableware    Manufac- 
ture,  251 
Superintendents,       General,      Varying 

Functions  of,   197 
Supplies,     Purchasing    of,     for     Table- 
ware Manufacture,  238 
Supply  as  a  Factor  of  Planning,  4 


Tableware  Manufacture  as  an  Example 
of  Planning,  237 
— Buffing  Operation  in,  262 
— Examples  of  Products,  260 
— Press  Operations  in,  260 
— Reduction  in  Variety  of  Parts,  48 
— Time  Study  in,   382 
Tabulating  Machine,  Hollerith,  for  Es- 
timating Sales,  265 
Taylor,  F.   W.,  Experiments  by,   121 
— First  Advocate  of  Analytical  Time 

Study,  187 
— on  Fatigue,  345 

— on  the  Use  of  the  Stop  Watch,  368 
Technique  of  the  Stop-Watch,  329 
Telautograph    in    Production    Control, 

174 
Telephones,  Interdepartmental,  in  Pro- 
duction   Control,    175 
Test  on  Rope  Spinning  Jenny,  370 
Textile  Machinery  Plant,  Machine  Ar- 
rangement in,  114 
Textile     Manufacture,     Planning     De- 
mand in,  53 
Textile   Plant,    Balance   of  Equipment 

in,    109 
Tickler  Notice  of  Purchase  Order,  87 
Time  Card,  Decimal  Clock  Dial  for,  257 


— in  Tableware  Manufacture,  256 
Timekeeper    as    Planning    Department 

Clerk,   259 
Time  of  Processing,   59 

— the  Basis  of  Production,  177 
Time    Standard   Forms   in    Sequence — 

— Time  Study  Record,   178 

— Detailed  Operation  Cards,   179 

— Detailed    Instruction    Cards,    180, 
182,  184,  190,  191 
Time  Standards  as  an  Element  of  Plan- 
ning,   177 

— Determined  from  Piece  Rates,  183 

— Determined  from  Time  Study,  185 

— Determined  from  Unit  Costs,   181 

— Discussion  of,  29 

— Fatigue  Allowance  in  Setting,  335 

— Final  Use  of,  189 

— Use  of,   in  Balancing  Equipment, 
109 
Time  Study  a  Developing  Factor  in  In- 
dustry, 390 

— and   Scientific    Management,   344 

— and  the  Worker,  390 

— as  Applied  to  Gang  Organization, 
381 

— as  Basis  for  Wage  Incentives,  366 

— as  Used  by  F.  W.  Taylor,  368 

— by  Analysis,   187 

— by  Approximation,   186 

— Classification  of,   324 

— Commercial  Value  of,  389 

— Early  Chicanery  in,  388 

— Elements  of,  324 

— Essential    for    Establishing    Oper- 
ation Standards,   181,  185 

— Example  of  Analytical,    188 

— Fatigue  Allowance  in,  335 

— for     Securing     Operating     Better- 
ments, 367 

— Method  of,  324 

— Observations,  Number  of,  332 

— Object  of,  29 

— Purpose  of,  334 

— Reduction     of      Working     Hours 
through,   383 

— Representative,  335-342 

— Record,  178 

— Synthetic  Use  of,  365 

— the  Servant  of  Science,  389 

— Use  of  Instruction  Sheets  in,   192 
Time  Stidy  Data,   Disposition  of,   364 

— on    Pitting    Automobile    Springs, 
336-342 

— Setting  Standards   from,  333 
Time  Study  in  Excelsior  Plant,  378 

— Foundry,  386 

— Knitwear  Factory,    383 


412 


INDEX 


INDEX 


413 


m 


— ^Leather  Factory,  374 

— Munitions  Making?,   392 

— Plating  Department,  375 

— Rope  Making,  369 

— Tableware  Plant,  382 

— Window-Screen  Making,  372 

— Wool  Spinning,  374 
Ti:ne-Study  Men,  A  Sermon  to,  391 

— Qualities  of,  333 
Time  Stndy  Sheets.  325.  326,  327,  328 

— Method  of  Holding,  330 
Tonnage,  Rope,  Reduction  of  Orders  to, 
281 

— Unproduced,  as  Production  Units, 
141 

Tonnage  Sheet  of  Work  Ahead  in  Rope 

Manufacture,  273 
Tool  Delivery  Card,  127 
Tool  Record  Card,  127 
Tools,   Small,   Standardization  of,   124, 

125,   126 
Tool   Steel,    Taylor's   Experiments   on. 

368 
Trimming  Leather,  Savings  Effected  in. 

374 
Tube   System,   Lamson,   in   Production 

Control,   173 
Tubular  Cloth  in  Knit  Underwear.  298. 

384 
Turnover  Increased  through  Planning 

13 

— in     Tableware     Manufacture,     In- 
creased,  263 

— of   Capital   in   Representative   In- 
dustries, 8 

— of    Inventory    In    Representative 
Industries,  8 

— Unit  of.  57 
Two  Basic  Purchasing  Methods,  75 
Typewriter,    Panfold   Attachment    for 
270 


Undergarments,   Time   Study   in   Mak- 
ing, 383 
Underwear,  Motion  Study  of  Folding. 
356 
— Styles  of,  297 
— Units  of  Sales  of,  297 
Underwear    Manufacture,    Balance    of 
Equipment  in.  111 

— Knitting-to-be-Done      Record      in 

308,    321 
— Planning  Applied  to,  297 
Unfilled  Orders,  Determining  Require- 
ments on,  145 
Unit    Arrangement   in    an    Automobile 
Accessory  Plant,  110 


— in  a  Textile  Machinery  Plant,  114 
— of  Equipment,  112 
— Sketch  of,  115 
Unit     Costs     for     Determining     Time 

Standards,   181 
Unit  of  Equipment,  102 
— Production,    102 
— Production  in  Screen  Making,  373 
— Production,    Right    Determination 

of,   372 
— Turnover,  57 
Unit  Time,  Use  of,  in  Balancing  Equip- 
ment,  109 
University     of     Illinois,      Instruction 
Sheets  Used  by,  192 

Variety  of  Demand,  Definition  of    24 
47 
— Product,  Danger  in  Too  Great,  51 

Visible   Index,    Rand,    for   Production 
Control,  159 

Vision,  Need  for,  in  Using  Time  Study. 
369  ' 

Volume  of  Business  the  Aim  of  Manu- 
facture, 6 

Value  of  Labor  on  Work  in  Process, 
143 

Wage  Incentives  Based  on  Time  Study 
366 
— in  a  Plating  Department,  377 

Wage  Standards  Determined  in  a  Cord- 
age Plant,  370 

Waste    of    Material,    Methods    to    Pre- 
vent, 99 

Waterbury  Tool  Co.,  Production  Board 
Used  by,   158 

Wealth  Producing  the  Basis  of  Manu- 
facture,  2 

Window-Screen  Plant,  Betterments  in. 
372 

Work,  Defective,  Record  of,  96 

Work,    Unfilled,   Determining  Require- 
ments for,  145 

Work    Ahead,    Daily    Balance    of,    of 
Rope-Machine  Groups,  272 
— Record   of,    in    Underwear   Manu- 
facture, 30i8,  321 

Working  Capital,    Economics  of  Plan- 
ning with  Regard  to,  10 

Work  Card,  162 

Work  in  Process,  Indications  of.   164 
226  ' 

— in  Tableware  Manufacture,  Method 

of  Indicating,  257 
—Labor  Value  on,   143 
— Record  of,   169 
— Register  of,  166,  168 


— Sequence  of,  140 
Work  Tag,  95 

— in  Tableware  Manufacture,  253 
— in    Automobile   Springs   Manufac- 
ture, 223 
— in  Use,  225 
Working  Hours,  Reduction  of,  through 

Time  Study,  383 
Working  Pace,  Careful  Setting  of,  352 
Woolen  Mill,  Operation  Study  in,  124 
Wool  Spinning,  Operating  Betterments 
in,  374 


Writing  Device,  Electrical,  in  Produc- 
tion Control,  175 

Yam  Consumption,  Controlling,   100 

Yam  Requirements,   Rope,   for  Orders 
on  Promised  Delivery,  289 

Yam     Spinning     Operation     Improved 
through  Time  Study,  369 
— Rope,  Fatigue  Allowance  in,   351 

Yarn    Stock    Sheet   in   Rope    Manufac- 
ture, 266,  274,   280 

Yam  Usage  and  Order  Sheet,  88,  281 


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